Few things highlight our unresolved immaturities than the size and number of elephants in the room among those we lead (i.e. those inappropriate behaviors that remain unacknowledged). For this reason, God so often uses them as gifts to grow us out of our childishness into becoming godly, adult (telios) leaders. That is why we must become experts at dealing with elephants in the room. In Part 1, I explored the roots of why this is so pervasive in our lives. In Part 2, I explored five elements on how to deal with elephants. And now, in this podcast, I summarize and expand on this multilayered reality that each of us faces as we lead for Christ. Enjoy! LISTEN HERE Once again, let me invite you to our Emotionally Healthy Leadership Conference on May 3-4. This unique equipping experience will equip you with the essential inner and outer life skills needed to create a truly. Read more.
My life passion is the glory of Jesus and that the world might know Him. A high quality, loving, vibrant church is His primary means for that to happen (cf. Eph.4:11-16; John 13:34-35). So, like many of you, my life work is to offer leadership to the church for this to become a reality. That is why we must become experts at dealing with elephants in the room. Elephants in the room refer to obviously inappropriate or immature behaviors that remain unacknowledged and unaddressed. Such elephants commonly roam wild and free among our teams, limiting our witness for Christ. Why is this so pervasive? The influence of our family of origin. Many of us grew up in families where multiple elephants lived. We are accustomed to elephants, large and small, freely roaming among us. We hate mess. We fear that if we address the elephants on our teams, things may actually worsen. They will. Read more.
Geri and I were in Alexandria, Virginia a couple of years ago when I walked past the memorial statue below that read: “Erected to the Memory of the Confederate Dead of Alexandria, VA by their surviving comrades. May 24, 1889.” All I could think of was how bad leadership, going back decades, led to a Civil War (1861-1865) that killed 529,000 men in a country of 32 million. Bad leadership continues to kill people today. Bad leadership kills individuals. When sheep enter our churches, they come with a variety of motivations. They need mature shepherds to offer clear direction on how to connect with Jesus and reach their God-given potential in Christ. What happens when they don’t? Many shipwreck, and a few even die, in the difficult journey we call life. Bad leadership kills singles and marrieds. Offering discipleship in churches for our singles and marrieds is difficult. It is time-consuming and messy. The. Read more.
Measuring ministry impact is biblical. The question is how do we that? The world’s way is measuring only numbers. How many people attend? How many are in small groups? How many people are serving? While measuring numbers as one measure of success is biblical (we do see this in Scripture), when it is ALL we measure, it is unbiblical. (We also see this in Scripture e.g. Jesus, John the Baptist.) Success is first and foremost doing what God has asked us to do, doing it his way, and in his timing. Have you ever considered that your ministry, organization, or team may be growing and yet actually failing? Join me on this podcast with Rich Villodas on this very theme! Warmly, Pete LISTEN HERE Space is limited. REGISTER TODAY! Save Save
Supervision of people is one of the most important tasks for every leader, especially for Christian leaders. We are concerned, not simply with the task they are commissioned to do; we are also concerned with their personal development and spiritual formation. Why? Work performance and spiritual formation are inseparable. So a spirituality of supervision is not simply coordination of their work with the larger whole. And it is different than mentoring (i.e. pouring into another to resource their growth). Supervision is all about stewarding—bringing out their best contribution in the context of your particular mission. Supervision involves a unique exercise of power (i.e. “the capacity to influence”) as I help my supervisee reach my goals. For this reason, it must be learned and is more an art than a science. The most effective supervision is carried out in a coaching mode—equipping and releasing others to do the goals we have agreed upon, and holding. Read more.
Thomas L. Friedman released an important book a few months ago called Thank You For Being Late: An Optimist’s Guide to Thriving in the Age of Accelerations. I usually take notes on the blank white pages in the back of a book. For a few seminal books, however, I actually type out key things God might be saying to me personally and as a leader. Thank You for Being Late was one of those books. My goal here is not to do a book review, but to share with you my top applications: We must be self-motivated, life-long learners. The world is changing at a pace so fast it has risen above the rate at which most people can absorb all the changes. Ray Kurzweil, director of engineering at Google, says it best: “The 21st century will be equivalent to 20,000 years of progress at today’s rate of progress; organizations have to be able. Read more.