You're called to lead, but do you feel equipped? Use this leadership primer to see how you measure up.
What basic leadership skills make pastors effective in their ministries? Here are 10 essentials.
Leaders do lead.
Many people in positions of religious leadership simply don't lead. The fact is that true leaders do lead. They chart a course, garner the necessary support and resources, and work to succeed.
Leaders lead from a spiritual center.
Men and women engaged in ministry are careful to ask God to help them lead from a spiritual center. Today's spiritual leaders must also take the time they need to quietly seek guidance.
Leaders compromise creatively.
As soon as a vision is articulated and plans are established, obstacles and roadblocks will occur. They'll seek ways to compromise creatively so that the end goal will still be accomplished.
Leaders deal constructively with conflict.
Whenever someone provides leadership, conflicts will arise. Effective leaders learn how to deal constructively with conflicts and maneuver around them.
Leaders are willing to listen.
Strong leaders know that listening to others helps them in two ways. First, by hearing what others say, their own vision for the future can be clarified, modified, and intensified. Second, when leaders listen respectfully, even to criticisms, they not only gain additional insight, but often receive the support of the speaker. When leaders listen, people rally around.
Leaders are persistent.
When leaders fall, they get back up.
Most effective leaders faced disappointments on the road to success. Yet they rose up and moved ahead.
Leaders respond positively to negative situations.
The lesson for leadership: There will be delays and detours, but true leaders will not be denied. They respond positively, creatively, and energetically to negative situations.
Leaders practice patience.
Patience is the willingness to wait long enough for a process to produce the desired results. Good leaders know that after they've done everything possible to set events in motion, they can't force them along.
Leaders maximize their strengths and minimize their weaknesses.
Effective leaders are aware of their strengths and alert to their weaknesses. They constantly strive to become even more effective.
Clutter can slow you down by distracting you from what you want to do. To take control, begin in one corner of one room and straighten up. (No cheating! Don't just move the clutter to another corner!) Afterward, give yourself a reward for your good work. If you continue this pattern over time, you'll get the job done.
Do you arrive at your office most mornings frazzled from too much rushing around before leaving the house? Prepare for your departure the night before: put your coat, car keys, and briefcase by the door, ready to grab, and set your alarm fifteen minutes earlier. You'll start the day feeling more in command.
The next time you pass a card store, stock up on a supply of "thank you," "congratulations," and "great job" cards. Keep a supply at the office and some at home. Remember how you feel when a good word is sent your way and be generous in your compliments to others.
Do you keep "to do" lists that run on for pages? If you often feel discouraged by what's not crossed off your lists, make them shorter. The most effective managers identify only three top priorities each day. And their self-esteem is stroked repeatedly when they cross off all three tasks, day after day.
In today's world of so-called advanced telecommunications, more people identify "telephone tag" as their biggest time waster. When you leave a phone message on someone's voice mail or answering machine, remember to cover the four W's: who called, why you called, what you'd like the receiver to do, and when you're available to receive a return call. A specific request with detailed information increases your chances of a reply. Furthermore, on the incoming message of your answering machine, direct callers to leave you answers to the four W's.
It has been said that the two-letter word no is the single most effective time management too there is.
Are you a "morning person," or a "night person"? Each of us has a biological clock; that is, there are certain times of day when we are most alert and at peak energy and other times when we're not. You will save time if you do your most difficult or demanding work during your high-energy hours. Postpone your routine chores and low-priority tasks until your "down time."
Think of six ways you can cut down on repeated errands. Unless it's an emergency, don't take only one item to the dry cleaners. Wait until you have two or more. Likewise, accumulate several reasons to visit the pharmacy, the shoe repair, or the hardware store.
