Thursday, August 12, 2010

How to Effect Change

Notes from "The Myths and Magic of Change" presentation by Peter de Jager 2010-08-12

Why do people resist change?
We say it's due to
A. People resist change (but people make important good changes in their lives all the time: Marriage, Children, Job changes...)
B. Uncertainty (but, people make good changes all the time even with lots of uncertainty (e.g Marriage, Children, new job...)
C. Fear (but, people make decisions to make changes in the face of fear (e.g. getting on a plane, etc.)

So, Why (or when) do people resist change?
1. Because we don't want to be forced
2. Because the change seems Unwarranted. Why are we making this change?
3. Because the Change isn't clear - what exactly are you asking us to change?
4. Because there might be a hidden agenda - they don't trust us

Why have change initiatives failed?
From Peter's survey, he found the biggest reason given was because the people initiating the change were not involved or committed to the change

A simple change model: The Kubler-Ross Grief Cycle
(Think about this pattern for someone who was just told they were being laid off or just told they have a terminal disease)
1. Denial
2. Anger
3. Bargaining
4. Depression
5. Acceptance
Note that these phases may take varying amounts of time and some people get stuck in one. Also, some people move forwards and backwards in the list. They may go back to an earlier phase.

Here are the top 7 questions you should try to answer when asking someone to change:
1. Why?
Why Is the change necessary? What is is important? Why now?
What's in it for me? This is a question many people will have in their minds. Think of a merger? When it's announced, the number one question in people's minds will be about how it will effect them
3. Monday?
What should I do differently on Monday?
4. Won't
What won't change? What will remain the same? My pay, my job, my boss, my working hours?
5. Might?
What might go wrong? What are the pitfalls? unknowns?
6. Willl?
What will be painful? What will hurt? This helps people prepare for what will be difficult?
7. Signposts?
If this is a change that will take a while, what will be the mileposts along the way so we know we're making progress?

I hope this helps you effect change in your situation!

Other Resources:
Peter's talk on "Teaching Old Dogs New Tricks"
Peter's webinars:
Pete's publications (many free articles):

Friday, August 06, 2010

Leadership Summit 2010 – Final Session: Combustible Passion (T.D. Jakes)

Leadership Summit 2010 – Final Session: Combustible Passion (T.D. Jakes)

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

Bishop T.D. Jakes is a pastor, film maker, song writer, author, and a counselor to pastors and presidents.

I can to speak about how people can be passionate. Because people who are passionate are effective. Often the sacred is slow compared to secular. It's not always about money. People don't always do it because of money, they do it because they care.

How do we get our passion to infiltrate them?
Church leaders don't come to follow you, they come to follow the Lord. They came to follow him and got stuck with you. In sales we call it “Bait and Switch” (advertise one thing and sell another). It's a real step down from Jesus to you!

You can't get passionate people if you're not passionate yourself. It needs to come from a divine place. You can get ideas from lots of people and books, but it needs to come from above. You can't copy others. It needs to come from an inner place, not imitation.

You can't just be a “me-too” leader. It has to be something deep down in. You need to get the fire and pass it on.

1. Grow from a place of strength – get it from a divine place
God used Hanna to bring Samuel into the world. Leadership isn't maintenance, it's moving from here to there. It's like being behind someone on the highway who isn't moving.
People follow people who move, take action, and take risks. They need to sense they are on a mission bigger than you.
Make sure that the lamp in your organization doesn't go out. It's like the light is going out in your people because they are loosing the passion. It's like when we go to a restaurant and the person there makes the meal seem not too special. But, they can't help it, it comes from their leadership.

The passion needs to flow from the head, to the beard, to the skirts. The same passion needs to be at the Skirt as it is at the head. It needs to go all the way to miss Sally Ann at the checkout counter. Do a quality check. Let's not have a generation who fail to be all they can be.

You have to consistently challenge people to do what they can do. Make reachable goals. Challenge me to loose 10 pounds, not 200 pounds. When you overwhelm them, you defeat them.

Have a sense of gift assessment. What are your gifts. People recognize the gifts of better people better than their own. People find it difficult to find out what's good about them. When God gives you people, he's giving you something more important than money.

You want to make sure that the people working for you deliver on the promise you've made. They are an asset, not a liability. You need to communicate where you're going. Ask the Holy Spirit to show them. You're not in this by yourself. Just because you don't see results now, keep in mind that you have divine assistance. If you do something that gets you out of bed in the morning, then if you come up short, God will make up the difference.

By Passion, we don't mean emotionalize. Passion is the engine that fuels. You just need to let people have something to jump out of bed in the morning.
Ask the Lord to take what you've learned and apply what will work for you, what fits your skills.

We can do it. Someone say “We can do it!”

If you always hang around with people who do what you do, you compete with them, but they don't complete you. Builders need bankers.

You need confidants, people who are for you: when you're up, when you're down. You can be transparent with you. If you

Then there are constituents. These people are not for you, but they are bought into your cause and your mission. They may move to another “car” that is going in the same direction, because they are there not for you, but for the cause.
I call this scaffolding, because the building moves, but the scaffolding is left. Don't confuse them with the confidants. When they leave, just say “and it came to pass.”

There are people who are attracted by the fight. These people aren't for the cause, but they just want to fight. Like Jesus had Peter and he cut off the ear, you need ear-cutters. Is there someone under you fighting you? Can you give them a target and use them to fight for you rather than having the target on your back.

Real good leadership takes the passion of the leader and puts it on the team. If the leader is loving, the people are loving. If the leader is stayed and stoic, so will be the people.

If you're going to lead like Jesus, you need to show them your wounds. He showed himself to the disciples afterwards. They learn as much from his struggle as they do from his winning.

Sometimes I get tired of encouraging people. Sometimes they go home with your courage and you go home discouraged and depleted. It's like the the innkeeper that the good Samaritan left the person who was mugged on the road. The good Samaritan told him “when I return, if I owe you anything, I will repay you.” He knew that the innkeeper would do what needed to be done and operate in the red. We often operate in the red.

I wish I could tell you that everything will turn out the way you want. I wish I could tell you that it will all go smooth. But, when you feel yourself feeling a little low and tired, remember that you have a good to whom you can turn and ask for help and passion so you can pass it on.

My heart is overwhelmed I go to the rock. Because you won't let me off the hook, renew my faith and strength and I will do it again.

Leadership Summit 2010 - Bill Hybel's Comments before Session 8 with T.D. Jakes

Leadership Summit 2010 - Bill Hybel's Comments before Session 8 with T.D. Jakes

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

The local church is the Hope of the World. For it to reach it's full potential, it must be led. It has to be led by God centered, humble, growing leaders. It is unbelievable what can happen. This means that those of us with leadership gifts need to step us. We need to do leadership as a discipline, not as recreation. I need to read! Take responsibility. Read more, Get around the other leaders around you. Who can you get around, who's been around where you haven't been. How can you ask the right questions and get better. Go where leadership is taught.

If you're in business, then 98% of your leadership goes to your business, but some of it should go to kingdom building. You're not learning it all just so you can use it at work. Your church needs what you're learning. Go to your pastor and make yourself available. We have so many business people involved in our church, they are a big help.

Another reason this has been a favorite summit is that we've had more people from the local church here. We have a common supernatural experience. We can refer to this for months to come. Some pastors come alone. Come as many people from your church as you can so that you have a common mass and common language.

Me will have all new sessions, all new material, all new speakers in 2011. Don't say “Been there, done that.” You're part is to get more people to come so that the church has more leaders.

Leadership Summit 2010 – Session 7b: Leader to Leader (Jack Welch and Bill Hybels)

Leadership Summit 2010 – Session 7b: Leader to Leader (Jack Welch and Bill Hybels)
(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

He took GE to a 400Billion company.

This is an interview from North Palm Beach Florida

Q: How do you energize people?
A: I get people to connect with the mission. He engages people on the mission. Tell the story.

Have them share the mission.

Q: How did you end this session you had at a call center?
A: I asked for feedback on the session. They talked about a real story that they could share to convince people about the value.

Q: There is a whole chapter about speaking truth, not brutalizing, but candor
A: We fought desparately to get people to put what people were thinking on the table. It resulted in less paperwork, less meetings.

Q: There probably isn't anything as hotly debated as your leadership concept of differentiation: Splitting the staff into top 20%, middle 70% and bottom 10% (ones that something needed to be done with right away).
A: Do sports teams differentiate? Do those with the best players win? Is winning good? Business is a game too!

In most places, people spend more time trying to fix the bottom. Ordinary can't get better. Don't waste your time on them. Give them a chance to move on. Tell them they don't belong, they have to get out, you help them.

Q: What is the behavior of the”A”s
A: They are good, great behavior. They have a Gene: they like to see people grow, they like to see people get promoted. They celebrate people. They have generosity. They are not mean-spirited. The mean-spirited, when you're looking for good people will hide the good people and say “we don't have any.” The good people want to promote their good people.

Q: Let's talk about “B”s, the vital 70%. These people are still valuable.
A: Isn't always there in a clutch, but is hard working. Maybe not as gifted as others. The issue is those who are in the 25 percentile. Those who are so close to the top 20%. They can be lost. Three or four times a year, he likes to give those people a list of what is needed to improve. Appraisals need to have writing over the last one with a red pen so you can see what was discussed the last one.

Q: What characterizes the lowest 10%?
A: Low energy, Acidic. Pain in the arm. People who say “we did that last year.” Boss haters and disrupters (i.e. If they exhibit this behavior regularly). The boss hater should be listened to. They might be challenging you. There is brains in boss-haters because they might bring things to you. You can't get rid of the noise. The acid person is not a loud mouth disrupter, they are usually whisperers because they spead bad news.

Q: in Christian work, a lot of time people feel it's wrong to speak negatively, so they will talk about it in the hallway.
A: You have to do what you can to stop the meeting after the meeting. It should be brought up at the meeting.

Q: How do you recognize the people
A: Top 20, you can't give them enough. Do whatever you can for them. In church work, it's the same thing. You recognize them with symbols.
People might ask “Who are you to tell me that I am in the top or middle or bottom” They have a point, but I can't find a better way. You need to let people know where to stand. The idea of never acknowledging performance is not good, all winning teams do this.

Q: Could you have done as well without the ability to give such big bonuses
A: If you didn't do it, you would loose these people.

Q: We are left with trying to maintain and inspire people with such a large compensation card
A: People join non-profits because of a deep burning desire. People choose to join the organization because they want to serve. They made that choice. They have to accept the outcomes of their choice.

Sometimes people will say non-profit means non-performance. That shouldn't be true.

Q: What would you say you would have changed
A: How often do you say “I wish I would have waited longer to do that?” So, I should have moved faster.

Q: Sometimes a decision is difficult to make because of the ramifications, because of the impact it will make.
A: But, what is the cost of waiting?
The job is to constantly be giving people more self-confidence at work. People will perform better.

Q: People feel you did one of the best baton passes to your successor. There are many pastors who have had an incredible run and want to do a good baton pass so it will be even more successful.
A: We started 8 years before I was to retire and had 22 candidates. We had it categorizes into long shots, possibles, etc. People change, so any point in time you may make one decision that would change at another time.
Hiring is hard, succession is brutal. Include as many people as you can. And, don't be surprised if it's the long shots who make it.

The hardest part was to get managers to celebrate the small victories. It re-energizes the group.
Q: Would you tell the manager to put something in the budget for this?
A: No matter what budget, it always has “Slush” in it (contingency) Have you ever made a budget that was down to the penny?

Q: You had a health issue recently?
A: I went for a cortisone shot and ended up with staff infection. 104 days in the hospital.
Q: Did that open your heart to things of God
A: I give this church, first Presbyterian here in North Palm Florida, and like the pastor. I love this church.

Q: It seems as though your more open to God.
A: I don't know if it's the sickness. When I'm alone, I go to the 9:30 service by myself and say wow, I'm going by myself!

Bill Hybels: I've learned from this relationship. Never ever give up on somebody. I pray for Jack regularly. You have people you pray for. And you know what would happen in their life if God would take over. We're here as Christian leaders because we believe. Don't be that one who gives up on someone.

Session 7: Making Conscious Capitalism Work: The Toms Shoes Story (Blake Mycoskie)

Session 7: Making Conscious Capitalism Work: The Toms Shoes Story (Blake Mycoskie)

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

His business started from a trip Blake took in 2006 when he saw children without shoes in Argentina. He is 33 years old and lives on a sailboat in Los Angeles California.

For every pair of shoes purchased, one pair of new shoes is given to a child in need. It's about putting others ahead of you. Toms Shoes has already given 600,000 pairs of shoes to children around the world through giving partners.

Blake may be recognize him from cell phone commercials and how he came within 4 minutes of winning the Amazing Race with his sister. He was visiting Argentina and saw a Shoe Give-away where they took shoes from more well-to-do famlies in Buenos Aires and give to needy children outside the city.
They started 4 years ago in Santa Monica California.
He realized the model wasn't sustainable because it depended on contributions. Being an entrepaneaur he decided to start a business that worked on giving away shoes.

In his business office, the word “Give” was all over. People feel good about giving , but also it's a good business model.
The first time he saw someone outside his family wearing a pair of Tom's shoes outside his family was in New York at the airport. The girl told him all about his life and how great a company it was. Clearly she watched the video of them giving away shoes on youtube. She had that much passion to tell a stranger at the airport. If we focus on giving, then it's a good business model because people will do the marketing for us.

The distinctive of his company culture are things like having no offices. Also, another aspect of being an employee is if you are an employee for 2 years, you can go and give the shoes away.

Not every company can incorporate giving, but they can incorporate serving. It can be at the core of every organization.

Question: Why didn't you just start a non-profit?
Answer: Someone asked me “if you were really concentrated on these children, why didn't you start a non-profit?” His answer then was that if he would have taken the money from the sale of his other company and given 40,000 shoes, but he would have then depleted his capital. He would need to then go to donors. Instead he invested that money into the for-profit and he's now helped 680,000 children. So, he's been able to multiply his investment.

He started a new initiative called “One day without shoes” on April 8, 2010. Over 1600 events were held. More than 600,000 people went without shoes. Law firms and Churches participated as well. Then people talked about it and the diseases that children can get from being barefoot.

Tom's Shoes didn't spend any money on advertising. Partners, like Microsoft for example, they helped with 10's of millions of dollars in free online advertising.

People ask if his life changed when he started the company. It just an idea. But, it was life changing when they went on the first shoe drop. His family came. It was life changing when they started putting the shoes on children's feet. It was the first 10,000 shoes given away. He was leaving a village in Argentina. A woman was following him speaking in Spanish. She was crying because she was happy. She explained that her 3 sons were sharing a single pair of shoes. Because they couldn't go to school without shoes, so they had to take turns sharing the shoes so they could take turns going to school on different days. It made them all cry.

Q: What do you think has captured the hearts of young people with this shoe company?
A: Youth have this passion. They can't always make a big donation or go on a missions trip. But, they need to buy shoes and this allows them the opportunity to give to someone else in an easy way. Twelve or Fourteen year olds tell him all the time about how they wear the shoes to school every day and tell others about it.

Q: You've had a meteoric rise in the past few years, what have you learned about strategic partnerships (with corporate sponsors)
A: Yes, it's been amazing! Not just the corporate partnerships, but the churches. So, thank you to the churches. The reason the AT&T think worked is because he's never in the office, he's always moving around. So, he has to stay connected with technology. Some person in AT&T realized that this was a great story about how their technology helps children to get shoes.

Q: You've had to ask people to do audacious things.
A: Well, when you start a shoe company with no experience in shoes, you have to ask lots of people. I owe people more favors than probably anyone in this room. There are probably tons of business leaders in your church who want to be involved and make a difference.

Q: How has your faith influenced
A: Proverbs says “give your first fruits and your vats will be full”
Day 1 we started a business so we can give away shoes. In the beginning we were not profitable and we were giving away shoes. We've been incredibly blessed because we stayed true to our core value of giving away one pair for every one purchased. I remember sitting in church in my freshman year in college thinking I would work real hard in my young life so when I was older I could give back and be blessed in my 60s or 70s. But, I would say to young people that there is no better time to start giving than now.

Q: How can we help?
A: April 5 2011, I want to see everyone barefoot. It doesn't cost anything, not only from children who will benefit from shoes, but also to tell people about this. Learn more at about One Day Without Shoes.”

Bill Hybels: Blake was at my home last night. He said he wanted to talk to Bill about something personal. Since Blake lives on a sailboat (and Bill is a sailor), Bill thought that that Blake wanted to talk about sailing. But, Blake actually said he's looking for a girlfriend. His eharmony email was posted on the screen!

Leadership Summit 2010 – Session 4: What Motivates Us? Not What You Think (Daniel Pink)

Leadership Summit 2010 – Session 6: What Motivates Us? Not What You Think (Daniel Pink)

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

What are the types of human motivation?
1. Biological
2.Reward and punishment
3.To connect and be part of something bigger than yourself

Our organizations today don't speak to this third motivational drive. We don't

Most views within organizations is to restrain the Biological drive and use the Reward and punishment drive. This two dimensional view does not work well.

One study in MIT students asked them to do physical and intellectual tasks. They separated them into 3 groups: each with larger rewards. It did have an influence. If the task only involved mechanical, the larger reward resulted in more productivity. But once it involved even rudimentary cognitive skill, the larger reward resulted in reduced skill.

“If, then” rewards give us tunnel vision. We become focused on the problem. It's great if it is simple, but if it doesn't work well for complex tasks. These “Carrots and Sticks” fail.

We need to understand the 3rd motivator: allow people to connect with something bigger.

Red Gate software in the UK did something radical. The sales people were put on a sales compensation system. They “gamed” the system. So, the company made it more complex. The sales people again “gamed” the system. The CEO said we should eliminate commissions for salespeople. He talked to the top two sales people. He said to Tom: “I'm thinking about eliminating commissions. We would up your salary and give profit sharing at the end of the year.” He talked to one and he said, I would agree, it's a great idea and would be more collaborative, but there is no way James would go for it. Then he met with James and James said, “Sure, it's a good idea, but there is no way Tom will go for it.”

Our first wrong assumption is that humans are machines: simple. But, human beings are complex. You can't follow a formula and expect humans to do what you expect. They are not simple machines.

The second assumption is that people are blobs, lazy, passive, and inert. But, human nature is to be passionate and involved. Find any two year old or four year old that are not active and engaged. That is our default setting.

When he asked the managers if they respond to carrots and sticks, they said no.

There are three key motivators: Autonomy, mastery, and purpose. AMP.

1. Autonomy
Think about management. We think about management like a tree or river. Management hasn't always been here. Gary Hammil said “Management is a technology.” It is from the 1950s. It is technology designed to get compliance. But, we don't want compliance, we want engagement. Self direction leads to engagement. Ask people to tell you about their best boss. They won't tell you it was someone who micromanaged or stood over them or gave no freedom. We need to give autonomy in people's Team (who), Task (what), Technique (how).

Example: Australian Software company Atlasian: once a quarter let their people work on whatever they want. They must show it to the team the next day. They call them Fedex days because they must deliver it overnight. It's resulted in solutions that would not have occurred otherwise. It's worked so well, that they now have 20% time: they can work on whatever they want for 20% time. Google here in USA does the same. Gmail and google news are from 20% time.

How do you employ this in your organization? If Fred has been working for you for 20 years, you can't just tell him on Monday that we're doing 20% time. Richard Ryan (Univ. of Rochester) says you need to use “Scaffolding” - like a dimmer switch you need to start small. You can try a fedex day. You can do 10% time. Maybe it's not everyone, just the most receptive. Do it for only a few months.

2. Mastery
Think about weekend. On a weekend, you'll have someone playing the bassoon. An economist can't explain it, it doesn't make money. Why do they play? Because it's fun and something you get better at. It might be the single largest motivator.
They had a study that looked at motivation recorded each day. Making progress was the largest motivator by far. This recasts the role of the manager: to help people be in positions to make progress and to see progress.
There is the concept of “Flow” where we lose the sense of time and self. You see it in musicians and sports professionals. Leisure is passive, but people like “flow” better. In order to experience “flow” you must have feedback. But, our organizations have bad feedback mechanisms. Performance reviews only occur once a year. Like an americanized Kabuki theater: we're all following a memorized script hoping we'll get it over as soon as possible.
The better way to do this is to set a goal at the beginning of the month and then check at end of month of how their doing. Athletes do this. Our organizations are not set up to do this, we must do it ourselves.

3. Purpose
A page is turning in organizations. We're coming to the end of the profit motive. It's helpful, but is now moving toward the purpose motive. In the last decade we see issues when the profit motive diverged from the purpose motive. When someone in the organization says let's raise our profit by 4% this month, it's not what motivates people to get out of bed in the morning. Robert Reaish, who he worked for, used a diagnostic tool. He'd visit companies and listen to the pronouns people use. Do they use “we” or “they?” What do they use to refer to their church. The “We” organizations are high performing, while the “they” organizations are low performing.

Ultimately we're talking about changing our organization. Can I change our organization? You can't do it alone. That's not the right question. The right question is if you can change what you're involved with tomorrow? Every great thing in life began with a conversation, so the more we have conversations, the more good will come. The small steps of all people involved in improving themselves will result in a changed world and for that I want to thank you for changing the world.

2010 Leadership Summit - Session 5: The Land Between (Jeff Manion)

2010 Leadership Summit - Session 5: The Land Between (Jeff Manion)

College students get to the horrible day of graduation; horrible because 4 years are spent studying, and then at graduation you need to find a job that is nothing like the work of the last 4 years. After college graduation, these students are often going back to work at the same place they worked at before college. They say “for now I'm working there and living with the parents.” They are in the “Land Between.” “For Now” is the language of the Land Between. There is a real estate salesperson who isn't selling near as many houses and is wondering how he can pay the bills. He is in the “Land Between.”

The Israelites after they left Egypt and before they got to the land flowing with milk and honey were in the “Land Between.” What did they eat in the dessert? God provided manna (which means literally “What is it?”). They ate it every day. Can you imagine how repetitive and boring that was for food. You wouldn't think that the dessert was fertile ground, but it is! The “Land Between” is fertile ground for complaints!

1. The “Land Between” is fertile ground for complaints!

You might be saying “I'm sick of this!” I'm sick of the worry, sick of the situation, sick of wondering...
Question: How is God going to meet his servant Moses?
Numbers 11:11-14 – One of the most honest prayers

2. The “Land Between” is fertile ground for mental meltdown.
Parents worrying about a wayward child. A woman waiting for some conclusive medical test results. Camp director staring at a list of 14 phone calls to board members because of a camp leader having a relation with a young girl who is now pregnant. A pastor dealing with a divisive church split. They're all spent, they just can't handle it anymore. Whenever you sign up for spiritual service, you sign up for problems.

He told the story about how they put off a new building because they weren't ready. The church “grew” from 100 families to 50 families during this time. People would call and ask to go out for coffee. He didn't want to go because he knew why. It felt like he was breaking up, they would say “it's not you, we just need to find somewhere else.”

Numbers 11:16-17 God tells Moses to bring other leaders to share the burden.
God uses the same language as Moses did: to help you “carry the burden.”
What is God is gracious? What if you leave your hands open to receive?
Sometimes God provides patience, sometimes the contentment to deal with less. He may pull you out of depression, or maybe by providing daily strength through your depression.

Elijah is the story of another interesting meltdown. Queen Jezebel is after him. Elijah sits under a tree and asks God to take his life, but falls asleep. An angel touches him and he wakes to water and bread cooking over hot coals. He could not only see it, but smell it. We expect a lecture, but instead God makes him lunch!

Back to the story: There are still the Manna Riots on the Sinai Peninsula...
Numbers 11:18-20 tells the story “because you have rejected the Lord” - they turned the corner: they believed they were better off without God, without being his people. Numbers 11:23a: The Lord answered Moses: are you questioning my goodness or my capabilities? Is the arm of the Lord too short? Is God too weak to provide.

3.The “Land Between” is fertile ground for God's discipline
While the meat was still between their teeth, a plagued killed them. This makes for a good mealtime story when the children don't want to eat their vegetables. We respect the discipline of a loving parent, we also need to respect God's discipline. We respect an employer for calling in an employee who brings appropriate discipline. We are incorrect to think we are immune from his corrective hand when we complain that we are better off without him.

4.The “Land Between” is fertile ground for Transformational Growth
God needs us to trust him. It is in this space we learn to trust, pray and depend on God. We think “Time heals all” but it actually makes people bitter at times.

When you are in the land between, you are in danger.
Choices need to be made in the wilderness. It is a place for transformational growth, but it can also be where faith goes to die.
If you're not careful, complaint will move into your house. It's difficult to evict complaint. Bad movement pushes out good movement.
Trust evicts complaint. They are incompatible roommates.
That very place that we resent and hate is the place is the very soil where God wants to produce a fertile crop. So, may you grow in God and in trust. God knows what we need and provides it when we need it.
May he restore your laughter, may he increase your joy. May you find him present and good in the Land!

Thursday, August 05, 2010

2010 Leadership Summit: Session 4b: The Upside of Tension (Pastor Andy Stanley)

Session 4b: The Upside of Tension (Pastor Andy Stanley)

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

Founder and Pastor of North Point Church Alpharetta, GA

As a young leader it was tempting to look at leaders and think they were perfect. It was also easy to look at mature organizations and think they had no problems.

Every Organization has problems that shouldn't be solved and tensions that shouldn't be resolved. Great leaders learn how to leverage those dynamics to create growth engines for the organizations.
The opposable thumb is one of the most primary attributes of primates. Because of this, a major league player can use these same digits (fingers in the hand) to apply a contact lens and to be able to throw a baseball 90 miles an hour.
There is pressure and tension that you can leverage to go further as a leader.

How do you resolve time at work and time with your family. You just can't resolve this tension, you can only manage it.
In business life, there are some examples:
Management and Leadership
Systems and Flexibility
Sales and Marketing
Allowing the pastor to be lead by the spirit and to get out on time so volunteers in children's ministry won't quit
Attract new people vs. nurture current people
Numeric growth vs maturity growth

What are the problems that shouldn't be resolved or tensions that shouldn't be resolved in your organization?
If you solve these types of problems or tensions, you create a new problem. By going to the extreeme, you create a new problem. What if you're all theology and no application? Then, you are Presbyterian (joke). What if you allow the pastor to preach as long as the Spirit moves and don't address the length of the service? Then you're Baptist (joke).
If you
Progress depends not on the resolution of these types of tensions but the management of the tensions.
Three questions to begin discussions with your team:
1.Does it keep coming up?
2.Are there mature advocates for both sides?
3.Are the two sides really interdependent?
The role of leadership is to leverage the tension to the benefit of the organization
Seven Suggestions to how to manage these tensions:
1.Identify the tensions
2.Create terminology - give a name to these types of tensions that can't be resolved. E.g. “I guess this is just a tension we're just going to have to manage.” You need to create this third category or else it will become win-lose.
3.Inform your core – once you decide this is a reality, make sure your key players understand this principle that this item fits this third category.
4.Continually give value to both sides
5.Don't weigh in too heavily based on your personal biases - example: environment (how the room looks) vs. systems/technology (and saving money)
6.Don't allow strong personalities to win the day (you need passionate people and you also need mature people to realize the reality that the tension will never get resolved)
7.Don't think in terms of balance. Think in terms of rhythm – don't think about being fair, think about the right time for each side. Example: There is a time when it's more important to sing than to preach, there is a time when it's better to preach than to sing. There's a time when spending money on environment is more important that saving money for the future.

As a leader, one of the most valuable things you can do for your organization is to differentiate between tensions to be managed and problems to be solved.

2010 Leadership Summit Session 4: Beyond Economy: China's Transformation with the Cross (Dr. Peter Zhao Xiao)

Dr. Peter Zhao Xiao: Beyond Economy: China's Transformation with the Cross

(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow Tim on twitter at

In 2002, he studied America's success and realized that it was due to the Christian faith that the country was able to be successful, persevere, and do so well because of being founded on morals. He wrote the article as an atheist, but now he is a believer. The article he wrote on his study is one of the most read articles on economic reform.

The Chinese recently added religion to their constitution as a basis for economic and social stability.

There are 4 main stages: Financial, Political, Sports (2008 Olympics and won most gold medals), and the stage of faith. On this stage of faith, you rarely saw the Chinese, but now Chinese have come back.

We learned about leadership today, it is about influence (moving people from here to there). I also realize that it is more than influence, but it is also direction. If you move people to the wrong direction, what good is it?

In last 1000 years the most significant change was Martin Luther, the reformation and the development of the protestants.
In the last 500 years, the most significant change was the discovery of America and the development of the country.
What is the most significant change from now to 500 years later? In the 20th Century, one man has said that it is not the world wars, but the rise of China. Maybe in 500 years we may look back to see the most significant change will be the changes of China rising up. But, it's not China rising up, but China coming back. From the time of Christ to 1870 China was largest economic country (1/3 of the world's economy). Until then, half of the worlds books were written in China.

China has fallen behind. That is a small time in the past 5000 years, but now in last 30 years China has caught up. It is quite a quick acceleration. There has not been such a quick acceleration in history. China is now 3rd place on world economy, but by end of this year it will surpass; it will be pass Japan and become 2nd largest world economy. In near future China will return as main economy in the world. China has much pollution. The majority of resources will be consumed by China in the future. There are challenges and they are critical. The most critical is moral values. If China can produce TV sets, but not valuable programs and content for TV, if they can't produce moral values, they cannot succeed as a super-power. America can become the leader of the world due to the american dream: not just everyone to have a car, but due to values. Many in the world love the Americans because of excellence in what they do, especially values. China will open it's arms to learn from the world: not just technology and business, but learn from the best values of the world. Most important, China must learn from the Christian faith. China is now willing to learn from this area.

He is taking this opportunity to thank the many missionaries who have come to help China. In 18th century and since the missionaries have brought the faith until 1949 when the missionaries where sent away. There are millions of Christians now. Chairman Lao has crushed all the cults. Another great leader has welcomed the gospel in. China has now seen many times over the economic transformation. The number of Christians has increased 100 fold in past 30 years. Half million to 80 million, but more optimistic estimate is 130 Million Christians in China. China will become the largest nation of protestants and Christians. We pray it will be the largest sending nation (sending of missionaries).

The biggest change is the change of life transformation and all other changes rise up based on this transformation. This transformation is the transformation of the cross. There is only 365 days in a year. 7 days in a week, I categorize days into two types: Sunday and not Sunday. All days that are not Sunday are days you are looking forward to Sunday.

Transformation only has 2 types: transformation in the cross and transformation without the cross. In modern history the nations that have developed most are influenced by the transformation of the cross. We see this in Italy. We also see this in America. God Bless America. America has built a city on a hill and has shared the light of Christ. Now we see the development of Christianity in the East: Korea, Hong Kong, Taiwan. Today, the transformation of the cross has come to China. Chinese are not stubborn. Chinese culture is like an ocean that takes in all the rivers, so it is taking in the cultures of other countries and is in a large development process.

There are two Dynasties that are very important in Chinese history:
202 B.C. Han Dynasty: Confucianism and Taoism
Tang Dynasty 618 A.D.: Buddhism
Now, the Chinese will be combined with Christianity

China has come back. God has given us amazing opportunities.
Bless today's China because you will bless tomorrow's China.

2010 Leadership Summit - Session 3b: When Leaders Fail (Adam Hamilton)

Session 3b: When Leaders Fail (Adam Hamilton)
(note: for other notes from the Leadership Summit, please see my other posts on my blog at or see my posts on twitter at - You will also find some great notes from the Leadership Summit at or follow him on twitter at

Founding and Senior Pastor of the United Methodist Church of the Resurrection in Leawood, KS.

Someone came to him before a service mentioning that they needed to talk because two of the pastors were involved in an extramarital affair with each other. The assistant in that worship service was one of these pastors. 2005-2006 Study by Francis Shaffer organization found that 30% had confessed to extramarital affairs. Billy Graham was careful to set up many boundaries set up for himself, like don't go to lunch alone with someone with the opposite sex.

There are different ways to address this in business compared to how it's addressed in the church. It's not just the people who have fallen, but also the people of the church. It is a betrayal of trust. There isn't one-size-fits-all solution. They can set up boundaries and do it in a confidential manor. In the United Methodist Church, the bishops take over the disciplinary process. Sometimes a restoration process is set up. Depending on the seniority of the position, it is handled in different ways. It depends on how visible the person is and how they influence the people around them.
1. Just let things lie where they lie, let the congregation figure it out for themselves
2.Evasive, say that people are leaving for personal reasons
3.Scarlet letter approach, clearly denounce the sin and comdemn them
4.Approach with honesty, and compassion, making clear the consequences.

They decided on this approach and let the staff and key leaders know. It was a shock. There were feelings to unpack. By Tuesday night people in the community already knew. They asked them not to throw stones and pray for the families. People came on Sunday who had not come in years. They wanted to reinforce their feelings that the church was made of Pharisees. He spelled out briefly what happened and how it would be handled. He preached a simple sermon on temptation, repentance, and God's grace. It wasn't about these two pastors, but on all of us. He talked about the adulterous woman. He wanted to know if the church would be forgiving like Jesus was. Would we cast stones or not? No matter how it's handled, there will be people who leave. But, many wanted to stay and many who wanted to join because of the way it was responded to and communicated with grace.

Why are leaders susceptible?
We developed policies. We looked at what opens the door for such behavior?
We developed policies of where you can go and how we expect people to act. We talked about how people needed to go on different flights, stay in different hotels. Twice a year he has a meeting with staff on misconduct and much of it is on sex talk. There are 3 drives: (1) we are wired for reproduction (a drive toward sexual intimacy. It's good and God gave it to us), (2) We have a need for companionship, and (3) we are sinners with a drive toward sin. Pastors are giving by nature and sometimes find themselves empty, and then find themselves looking for relationships to build them up.

Romans Chapter 7: Paul finds himself doing what he doesn't want and not doing what he wants. Jesus told us to pray that we are not lead into temptation.

Sometimes it's best to think of the terrible results of giving in to temptation. You need to think about being ashamed, convicted, and sick.

How does it happen?
Your work is exciting. You go home and get very little encouragement, but maybe you're told you shouldn't have stayed late. Then you go back to work and find the teammates support you and enjoy talking about how exciting it is to accomplish the things you're working on.

“The moment of maybe” you wonder what something would be like. How nice it would be. You rationalize sin. You're powers of reason don't take effect. You don't think about the ramifications. Don't tell the other person how you are feeling. This won't help, it will be a short step from sharing those feelings to acting on them. There's the old blues song “Don't let the Devil ride, because he's going to want to drive”

You always have to be careful because you are always

Five “R”s for resisting temptation
1. Remember who you are: A child of God, a follower of Jesus Christ, a leader of those around you. Each day pray that God will guide you to be who God wants you to be
2.Think about that after: Will I feel better or worse, more free or enslaved, will I want people to know about it? Will it grow trust. Fantasize about the worst possible outcome
3.Rededicate yourself to God. Just like you were told to do in a fire: At that moment : Stop, drop and pray. Ask God to help you with the situation. Instead of entertaining the “maybe,” pray
4.Entrust your feelings to a friend
5.Remove yourself from situation or person – set your boundaries. Maybe you need to remove yourself from your position.

So, in recap: Sanctification 1 Thes 4:3-5;7 and that we all struggle. The final word of the church must not be one of judgment but one of grace.
We serve a Lord who was a friend to sinners. Jesus spoke about the prodigal son. Even on the cross he spoke of forgiveness.

Session 3: The Mentor Leader (Tony Dungy)

Session 3: The Mentor Leader (Tony Dungy)
(note: please see my other posts on my blog at for notes from other sessions)

Tony is a well known NFL coach! In 2007 became first African American coach to win a Superbowl. Analyst for NBC.
Interviewed by Craig Groeschel
His book is titled “The Mentor Leader: Secrets to Building People and Teams that Win Consistently”
He had difficulty selling the philosophy and it took some time to kick in. He believes mentoring is a biblical philosophy.

Coach Knoll mentored him that “Stubbornness is a virtue if you're right.” He was a family man. He said “you can't make football your life” Tony learned that family and God were more important. He tried to schedule so family could have great family life. He found if the coaches had happier families they would be better at coaching. He exhibited this in his own life and by keeping the facility open to children. He also worked at spending time efficiently so they didn't have to work too many late nights. “Don't mistake hours for productivity.”

They lost the Superbowl seat to the patriots at one point after he did a public service announcement. Years later he heard from some parents who adopted as a result of the announcement. He said to himself, this was more important.

We need to make ourselves available as a mentor. If we see someone we would like to mentor us, say “Hey, I'd like to share with you, how did you get to this point” Jim Collins made the point in the earlier session “isn't it something about how a 30 second conversation with a mentor can change your life?”

* Mentors can be remote
* Mentors don't always have to be an icon or a highly successful businessman
* Everyone needs a Paul (someone to mentor) and to be a Timothy (someone to be mentored)
* Mentor needs to find out what ways they can help the mentee
* Mentee needs to be able to learn
* Develop trust between the two (Mentor and Mentee)
* Don't worry if the mentor is intimidating or doesn't know everything, you can still learn
* It doesn't have to be so formal that you meet at a special time, but it can be
* The informal part can be used so much too

Biggest life-changing moment
He had a disagreement with a coach in junior high. He decided to quit the team. The principal of the school had developed a relationship with the students at lunch. The principal called him to find out why he was quitting. He told Tony “Don't ever let something stand in the way of something you enjoy.”

If there is someone at work that you think can benefit by learning from you, take the time to see if you can mentor them.

Also, be intentional to reach out to young people in your community.

Q: When you held the Superbowl trophy, you chose to give glory to God. Who is Christ to you?
A: The night before the game, he told the team they would be celebrated if they win, but bums if they loose. He reminded them what Christ said: What would it profit a man if he gains the whole world, but looses his own soul?

Note: Follow Tony's video blog on marriage, family, and leadership

2010 Leadership Summit: Session 2b: “Leading from a Place of Hope” (Christine Caine)

Session 2b: Christine Caine
Pastor and teacher at Hillsong church in Australia. In 2007 founded A21 campaign dedicated to care and healing to victims of human trafficking. (abolishing injustice in the 21st century). Director of Equip and Empower Ministries.

“Leading from a Place of Hope”
one girl was shipped over with 60 girls to Turkey. When they opened the container 30 of the 60 girls were dead due to the oxygen tanks didn't work. They were then sent to Greece. The coast guard came and they threw the girls overboard and 20 of the remaining 30 died since they had never even seen the ocean. They rescued her from a brothel in Athens, Greece. One girl asked her “If God loves me so much, why didn't you come sooner?” Christine realized that God is faithful, but she wondered why she didn't respond sooner.
We see so much bad in the world, we wonder if we can make a difference. Times are tough socially, morally, and politically. But, the church was made for this moment: to bring life, hope, and light to the world. Jesus is still in the work of saving marriages, transforming lives, cities, communities. We need to lead people in hope. She was lost without hope. Her family was marginalized because of her ethnicity. Her socio-econimic background was pour, she was abused by many men. She found out just before she was 35 that she was adopted.

If she thinks about 27 million slaves today, she can be dismayed. But if she thinks of them as being people, then she sees hope. Numbers are numbing and desensitizing. It's easy to become complacent when we think of people as numbers, but when we put a name and face on each individual, then we can see hope. Most of us are leading because God did a great work in us and we want it to translate into other lives.
We need passion. When out leadership moves into obligation from passion, then we are losing.
When we have hope, we take risks. Jesus is our hope, firm and secure. It compiles us to move into darkness. Her daughter is fascinated by flashlights now. She took her to Walmart to buy one and put batteries in it. As they were checking out her daughter said “Mommy, can we find some darkness.” We feel like that because of the light in us, we can go into the darkness.

Maybe you're a discouraged pastor, don't loose hope
Maybe you're a business person and have lost so much in the economic climate, don't loose hope
Maybe you're a youth leader and feel the church isn't supporting you, don't loose hope today

Zachariah 9:12 Return to the stronghold, you prisoners of hope
Romans 4:18 Contrary to hope, in hope believed
Philippians 1: Jesus who started this work within us will bring it to completion

Note: After hearing this presentation, I must mention that there is a christian young woman here in New Jersey who started an organization called "History Starts Now"
History Starts Now is an organization dedicated to serving the most broken in this world.
Injustice: Aiding in the fight against sex trafficking of minors in the United States.
Freedom: Empowering women to fulfill their dreams.
Please take a look at their website and see how you might be involved.

2010 Leadership Summit - Session 2: Never, Ever, Give Up (Jim Collins)

Session 2: Never, Ever, Give Up (Jim Collins)

Jim Collins - Author of “Good to Great” and “How the Mighty Fall”
Anyone can fail. His wife had cancer. This made him think: maybe organizations can look healthy and strong on the outside, but are unhealthy on the inside.
He found five stages of decline. The stages are mostly self-inflicted – more about what you do to yourselves than what happens to yourself. Note that you look healthy until stage 4.

Stage 1: Hubris born of Success.
We begin to neglect our flywheel (what are our core values). Believing that because of our good intentions, our decisions must be good. Antithesis is: (one of the most important findings). Three business types. Darwin Smith: took Kimberly Clark from Good to Great. Had a farm, he was a social introvert. He sold the mill and saved the company. Leader Two: Ann Mulcahy Xerox CEO Magnetic. She was an accidental CEO. She had a sacrificial goal to make the company a success; Leader 3: Herb Calaher, Southwest Airlines. 2 standard deviations from the mean. Solves the union dispute with an arm wrestling match. What do all 3 leaders have in common: It's not about them and they never ever give up. They are level 5 leaders (as in the “Good to Great” study). Humility is what separated level 4 leaders from a level 5 leaders. This came from data. It is also an undying ambition to do whatever it takes to make it work. Without a level 5 leader, an organization is in danger.

Stage 2: Undisciplined Pursuit of More.
Companies become complacent. They don't want to change or improve. That isn't how the mighty fall. Over-reaching, too much expansion, over-committing is what brings the mighty down. They break Packard's law: Allowing growth to exceed the amount of fantastic people. If you don't have all the key seats filled with the right people, we must not grow until we have those right people “on the bus” and “the right people in the key seats” and then figure out where to drive the bus.

Stage 3: Denial of Risk and Peril
There are warning signs that things are not well in the world. We're getting bad feedback, or that numbers are going down. But, the critical part is if we deny it. The Stockdale Paradox: Admiral Stockdale was the highest ranking official in the “Hanoi Hilton.” He was there from 1967 to 1974 and was tortured several times. He didn't know if he would ever make it out. He asked how he didn't get utterly crushed when he didn't know the end of the story. Stockdale answered that he had faith that this was the defining point in his life. He said that the ones that didn't make it out where the optimists: they would say “we'll be out by Christmas” and it would come and go and they would die of a broken heart. You must never confuse faith and facts. You must never give up and never stop believing that you will prevail in the end. You, as a leader, must be able to put the faith and facts together.

Stage 4: Grasping for Salvation
Thinking that some mega-merger, new revolutionary breakthrough, a new charismatic leader, or some new innovation. By far, the companies with level 5 leaders got them from within, not outside the organization.
Greatness is a cumulative process, called the flywheel effect in the “Good to Great” book. It is slowly working at moving the flywheel, pushing in one direction, disciplined people, disciplined thought. If we do as Bill Hybels said and we get 10% better leaders each year, we will be 6 times better in 20 years!

Stage 5: Capitulation to Irrelevance or Death
you've squandered your financial and reputational capital. Antithesis: We selected 18 companies (in 1989) for the “Built to Last” book. Those companies are still standing. If you selected 18 companies 20 years ago, the chances of selecting great companies that are still standing is 5 deviations from the mean.
They endured because they had a reason to endure: success or money was not enough. If you measure by money you will always loose. We must exist for a purpose beyond money and success. The purpose must be rooted in core values that will not be compromised. We will not give up what we stand for, because if we loose our values we loose our soul. You still need to be able to change, but with consistency. The key to any great organization over history is holding two things consistent: “Preserve the core” and “stimulate progress.”

Jim challenged us with 10 specific “to do's”
1.Do your diagnostics. Everything is free at – Use the “Good to Great” Diagnostic tool. Download it and use with your team
2.Count your blessings – literally! in a spreadsheet. Don't stop until you have 100. Why? Because when we begin to account for all the good things that happened to us that we didn't cause, all the success that we didn't cause, it is humbling
3.What is your questions to statements ratio. Can you double it in one year. Great leaders as the right questions. John Gardner wrote a book and was his mentor. He said “Jim, you spend way too much time in trying to be interesting, why don't you spend more time in trying to be interested?”
4.Answer the questions: how many key seats on your bus? How many are filled with right people? How will you get the right people in the right seats
5.Do the team diagnostic for teams on way up and way down (in notebook)
6.At the next team meeting, list the brutal facts. Why can't we stay here.
7.Create a “Stop Doing List” - this takes discipline
8.Define results and show clicks (or milestones) on the flywheel. Concrete and demonstrable.
9.Double your reach to young people by changing your practices without changing your core values
10.Set a Big Hairy Audacious Goal (BHAG). Peter Drucker, when asked what would be his best book, told Jim “the next one!” When the archivist of all Drucker's books was asked where age 65 was, it was 1/3 through the books.

Truly set out to be useful, never ever give in, the path out of darkness begins with those who are constitutionally incapable of capitulation. This happens to companies, organizations and persons. Be willing to change tactics, but don't give up on core values. Be ready to give up on ways you've been in, but don't give up on creating a great church. Be willing to form alliances with past enemies, but never give up on core values.

2010 Leadership Summit Session 1 Bill Hybels

Bill Hybels speaking:
I was in a leadership slump. Couldn't solve several problems.
He was given leadership books, authored by very smart people with lots of initials after their names. The only initials he had were: MADG (Middle Aged Dutch Guy)
He officiated a wedding. It didn't go well. He felt that he couldn't even officiate a wedding right, people won't even follow his leadership there. He lost his confidence. He asked God to remind him of at least one thing he knew about leadership.
Bill shared 3 keys to leadership:

Leaders communicate to people that here is our current environment (here) and if we work, and persevere, we will get to a greater place (there).
In the past, he would think that when he would do great vision casting, he would walk off the stage, spike his Bible and be carried off on the shoulders of the leaders in his church. But, the next day the emails would roll in from people saying, but we like it “here.”
* The first place isn't to make “there” sound wonderful, but to make “here” sound awful.
(note: take a look at the book by John Kotter: “The Heart of Change” and his other related books)
Before Martin Luther King Jr.'s “I Have a Dream” speech, he gave many many “we can't stay here” speeches. That's why they were ready for the “I Have a Dream” speech.

A key aspect of leadership is to find and attract fantastic people to develop as leaders and who will flourish in your culture.

* When he seeks to build a team, he seeks people with these key attributes:
Character, Competence, Chemistry (see Bill's book: Axioms). He's been toying with adding another “C”: Culture.

They had to slow things down to discuss values and they way they work, so they know what is needed to fit the unique culture. Their culture is sacrificial and servant based.

Three reactions to loosing a team member: great, uggh, or oh no! They evaluated each person to see if what the reaction would be if each team member left. It lead to some great personnel conversations. * One person said that his parents never told him he was valued and had great future value to the family.

Best part of leadership: The Holy Challenge of developing and forming a team of people to get the organization from here to there. Do you see it as a privelledge? Does it inspire you? Have you defined your culture? Do you have to have some sensitive conversations with people?

How do you inspire people on the journey from “here” to “there?”
What are you doing for Mile Markers and Celebrations?
People forget what it was like back at “here.” Best ways to keep people inspired:
a. Refill their vision bucket. People have a vision bucket. We fill it up and it leaks. Vision leaks. It fades. They have jobs, bills, children to care for, so the vision leaks.
b. Celebrate every possible mile marker you can on the way to the goal, even if you have to make up your mile markers. Turn your set-backs into celebrations. Celebrate any amount of progress. For their 34th anniversary, one person donated pizza for all 20,000 members. They remember the pizza, but don't remember Bill's message that day. There is a 40% improvement in someone's potential performance when they are inspired. Jesus inspired his disciples, he knew they needed it.

John 10:27 Jesus said his sheep hear his voice. Every leader should be an incurable reader of the Bible. You'll become more solid in your core and a better decision maker. God speaks directly to us by his Spirit. We may not hear him speak, but he puts thoughts in our minds that are not ours. In college (he was going to school for business) he heard God speaking in his classes about how God moves through the local church. He didn't follow the “script” for his life (to be in the business world), but surrendered to God's whisper saying he should start a local church: just two words “Start One.” The second whisper from God was “Serve Pastors.” God trys to speak to you every single day.
* What is your “antenna” tuned to?
* Do you believe God speaks?
* Will you do everything in your power to listen?
The smartest moves he's made as a leader didn't come from his own wisdom, but from God's prompting's. God whispered to him “Don't Quit.” Most are short. he's also heard a three word one recently:“Admit your mistake.” Here are others: see which ones God is whispering to you now:
Step Up
Take the Risk
Appologize Now
Make the tough decision
Get help
Stop running from God
Slow Down
Show your heart
Let others lead
Feed your soul
Bless the team
Make the Ask (it's time to ask, don't be chicken, don't put it off)
Do something more impactful
Come Clean
Embody the vision
Celebrate the victories
Speak the truth
pay the price
count your blessings
end the secret
check your motives
set the pace
give God your best (God's only ever given you his absolute best)
Get physically fit
serve you family
humble yourself
Say “Speak Lord, your servant is listening”
We were asked to make our own “Declarations” and post them on twitter #declare or or

Leadership Summit 2010 - Opening

A technical glitch delayed the start.
In our Ocean Grove, NJ ( satellite location, the introduction mentioned that Ocean Grove is in it's 141st season of providing a place for spiritual birth, growth and renewal. OG was charter by the state of NJ for the perpetual worship of Jesus Christ. It is also referred to “God's Square Mile” on the Jersey shore. One of the seats had taped below it 2 free tickets to the upcoming Newsboys concert at Ocean Grove (see
I sat in the front row with students from Sommerset Christian College, the only Christian evangelical college in New Jersey.

Starting of satellite feed.
Right where I am, I will do all I can to breathe God's life into my world
Opening Hymn (solo) "Come thou Font of Every Blessing"
Then we sang: "Our God is a God who Saves" - Matt Lundgren – worship leader
Then we Sang: Hosanna (Brooke Frazer)

Bill Hybels gave an intro to the summit: When leaders invest in themselves, everyone benefits. This is the 15th year of the Summit
It's about leadership, yet we're realistic leaders trying to learn to lead better and practically in the world. It is unashamedly Christ centered. We will speak of our faith. It's high intensity, results oriented and serious. We expect everyone to get 5 to 10% better each year. It's about the long haul. It is bathed in prayer year round, for speakers and attendees. It isn't an accident that you are here.

For those here who are not Christians, that's ok. Please respect our prayers and praises. Our lives have been changed, so please respect our desire to thank him. << prayer >>