Leadership to change the world

As the world has been advancing and changing rapidly over the last century, great advancements have also been made in the field of leadership. Historically, leadership was about control, dominance, and centralized power. This value for dominance and control can easily be seen by considering the prevalence of wars throughout history. As societies have advanced and organizations and nations have become more interdependent, leadership theories have advanced along with them. Leadership has become increasingly more collaborative, relational, and empowering, and humility, authenticity, and serving others are recognized as valuable traits.

Leadership from 1900-1929

The central leadership themes of the early 1900’s were control, centralized power, and domination (Northouse, 2019).  As a prime example of this, a leadership conference in 1927 defined leadership as “the ability to impress the will of the leader on those led to induce obedience, respect, loyalty, and cooperation” (p. 2). Since leaders were recognized by their control and ability to dominate, followers had little to no influence or control. The role of leaders was to tell people what to do and role of followers was to do it. Organizations were conformed to the will of the leader.

Leadership in the 1930’s

In the 1930’s, leadership theories shifted to focus on the traits of the leader. Leadership shifted from control to influence (Northouse, 2019).  Scholars began to recognize that not only do the traits of the leader influence the group, but the group may also influence the leader. Emerging interest studying leadership led to the development of trait approach, or “great man” theories, which focused on the traits of great leaders (p. 19). This approach later provided the foundation for visionary and charismatic leadership styles. The trait-based mindset perpetuated the elevated status of leaders and the subservient status of followers.

Leadership in the 1940’s

Building on the potential interconnected influence between the leader and those being lead, the group approach became the focus of the 1940’s (Northouse, 2019).  Studies focused on the behaviors of the leader while directing the group. Distinctions were also made between persuasion (based on influence) and coercion (based on force).  The behavioral approach to leadership, which examines both task and relationship behaviors, began to emerge during this time. The shift from control to influence increased the influence of followers in organizations since the leader’s ability to succeed depended on gaining influence with followers.

Leadership in the 1950’s

The 1950’s brought continued focus on the behaviors of leaders in groups, but added the importance of relationship and shared goals (Northouse, 2019).  The leader’s ability to influence the group’s effectiveness came into focus. This period brought a pivotal shift to leadership studies, as the skills approach began to shift the focus from inborn traits to skills that could be developed. This shift paved the way for increasingly diverse leaders since leadership was no longer limited to an elite few who fit a standard mold. It also provided naturally gifted leaders opportunities improve their effectiveness through intentional development.

Leadership in the 1960’s

The dominant focus leadership of the 1960’s was a continuation of the theme of using behaviors to influence people toward shared goals or direction (Northouse, 2019).  The situational approach, which highlights the importance of a leader shifting from either a directive or supportive role depending on the current need, was birthed during this period. This requires additional skill on the leader’s end, but was a great win towards recognizing the dignity of followers. Additionally, better supported followers can in turn increase organizational effectiveness.

Leadership in the 1970’s

In the 1970’s the leadership focus shifted from group to organizational behavior, most significantly defined as, “the reciprocal process of mobilizing by persons with certain motives and values, various economic, political and other resources, in a context of competition and conflict, in order to realize goals independently or mutually held by both leaders and followers.” (p.3, Northouse, 2019). Goal-path theory emerged, which highlights follower needs and motivations. Leader-member exchange theory developed soon after, which created a significant shift toward understanding the importance of the dynamic leader-follower relationship.

Leadership in the 1980’s

Interest in leadership grew rapidly in the 1980’s in both public and academic arenas, which lead to increased diversity in perspectives on leadership (Northouse, 2019). Several dominate themes emerged. The theme of leadership as “getting followers to do what the leader wants done” remained strong (p.4). The theme of influence was examined in depth, with focus remaining on the importance of remaining non-coercive. The “the leadership-as-excellence movement” revitalized focus on leadership traits (p.4). A final important theme to note is the emergence of the value for the transformational process of leadership by which both leaders and followers influence one another to become greater. A major highlight of the transformational leadership approach is that leaders connect with the followers’ motives in order to reach goals of both the leader and the followers. The leader seeks to help followers reach their full potential and in turn, the leader and organization also improve.

1990’s and beyond…

            A variety of theories continue to emerge, yet the central focus has been “the process of leadership, whereby an individual influences a group of individuals to achieve a common goal” (p. 4, Northouse, 2019). Emerging approaches include: authentic leadership, spiritual leadership, servant leadership, adaptive leadership, followership, and discursive leadership. These approaches are quite diverse, yet share the common thread of leadership as a collaborative process.

What does this mean?

            Understanding of leadership has been advancing and becoming increasingly diverse. The diverse and complex leadership approaches seem only fitting for today’s increasingly complex and interconnect global environment.  Groups and individuals with incredibly different worldviews and backgrounds must work together towards shared goals and mutually beneficial outcomes (Hajikhameneh, & Kimbrough, 2017). With the expansive and continually expanding availability of information sharing, “empowered execution” or “decentralizing decision-making authority” has become practical and even necessary (p.288, Reese, 2018). In the simpler and slower paced environment of the early 1900’s it was practical for centralized leaders to maintain tighter control and oversight over their organizations. Dispersing decision-making authority is also biblical; the priest Jethro advised Moses to equip people with values and spread out decision making authority in order to create a sustainable model that would meet the people’s needs (Exodus 18:14-23). Today, even emergency management organizations are recognizing the need to move away from command and control styles in favor of relational, adaptable ones in order to respond and adapt rapidly (Owen, Scott, Adams, & Parsons, 2015).

Conclusion

            Moving forward into the future, leaders and organizations that thrive will cultivate networks of empowered people. This approach provides a framework for increased innovation and adaptability, decreased response time, and multiplied impact. Leaders must have courage to relinquish control, trust and equip their people, and pastor their people towards greatness in the midst of inevitable crisis, mistakes, or failures. It is not only necessary in order to keep up with the rapidly changing global landscape, but it is also the style by which Jesus equipped twelve guys to change the world.

Changes coming to the workplace

According to Business Insider, many baby boomers are facing retirement. They are expected to live longer than prior generations. With the potential of living longer and potentially facing medical costs, many are concerned about having enough money for retirement. Some are choosing to work longer, but that is not an option for everyone. Some jobs are too physically demanding to continue and other jobs are being phased out due to technology. This will potentially result in a large population that has expertise and free time, but possibly facing constraints due to health or financial concerns. This population may be less tech-savvy than “digital natives,” but in my experience have shown a willingness to learn when given sufficient training and motivation.

The New Zealand Herald shared that today’s job seekers have an incredibly wide range of career options. A potential gap will be filling in the skilled positions left by the retiring baby boomers. Many employers are attempting to address the gap by seeking to retain baby boomers longer or offering development to current mid-level employees.

However, according to research conducted by Management Today, 70% of 40-49 year olds are seeking a “major change” related to their career. They are most notably seeking more interesting work, more balance, better income and personal development. 36% are reportedly interested in pursuing further training or qualifications.

Forbes reported that 87% of millennials find professional development or career growth opportunities to be important. Gallup research reports that 55% of millennials are not engaged (emotionally and behaviorally connected to their job). This is potentially connected to their higher likelihood to switch jobs than older workers.

While the economy is currently strong and unemployment rates are low, changing conditions signal possible declines. According to Bloomberg, interest rates are expected to continue to rise even though inflation is currently at acceptable levels. This can impact both consumer and business spending, since borrowing will become more expensive. Also, consumers with variable rate credit cards and loans will be impacted by higher payments.

Recent increased volatility has been seen in the major stock exchanges. We are currently prospering from the longest-running bull market in history. However, history indicates that markets fluctuate and a down-turn can eventually be expected. This will cause markets to contract, meaning less available capital and shrinking retirement accounts for many.

   

Bloomberg highlighted the likelihood of increased tariffs, beginning of the 2019, leading to decrease capital spending and slowing economic growth. Fortune reported that the workforce reductions at companies such as GM and Ford are potentially linked to the preparation for increased cost due to increased tariffs.

However, additional factors may play a role in the reductions at GM. In October, corporations such as GM and Verizon announced voluntary separation offers (18k and 44k respectively) after announcing profitable third quarters. If there are not enough volunteers, layoffs may follow. Interestingly, many of these reductions aren't largely due to current financial challenges. Both GM and Verizon have been hiring. As automotive analyst Mike Ramsey shared with the Detroit news, “It’s not that these companies don't need as many people. It's that they don't need the people they have. The people they have can't necessarily pivot to what they need.”

When possible, companies are replacing jobs with automated options. Entrepreneur.com highlighted the benefits companies face by hiring freelancers or consultants, rather than staff. Additionally, the internet allows freelancers to compete globally, which means US workers are in competition with people overseas who are willing and able to do the work much cheaper.  As noted before, automation is expected to replace many jobs, with expectation that manual labor jobs will be replaced by robots by 2030.

All said, it is necessary for not only businesses, but individuals to be prepared for ongoing change. As companies transition to prepare themselves for ongoing, rapid change and seek cost-effective strategies over employee loyalty, employees must also prepare themselves for a rapidly changing job market. This means continual learning and growth as well as making strategic financial choices that leave room for the unexpected. These changes are likely to be especially challenging for low income workers in “low skill” positions, whose jobs may be eliminated.

Employers and employees are seeking changes:

There is a real and perceived need among workers to grow and find a sustainable purpose. Many workers currently feel little connection to their job, are seeking “major change,” or may need to find creative streams of income after retirement. Retirees may also benefit emotionally from finding meaningful ways to contribute to the lives of others during their extended years of retirement.

 The restlessness felt by workers is mirrored by the changing needs of the marketplace. As companies are seeking more specialized workers and eliminating or outsourcing lower-skilled jobs, employees must make changes to remain competitive. Others may leave the job market in pursuit of increasingly accessible entrepreneurial endeavors.

Both groups are best served when individuals are aligned with their gifts and passions. When people are internally motivated, they have more energy and require less external management. Individuals who are fulfilled in their work will feel less drained by it and find it easier to learn and adapt.

   

Additional Resources:

Arruda, W. (2017, September 28). The Surprising Thing Millennials Want From Their Career. Retrieved from http://www.forbes.com/sites/williamarruda/2017/08/02/the-surprising-thing-millennials-want-from-their-career/#7d9a9e3024fc

Davenport, C., & Pierre-louis, K. (2018, November 23). U.S. Climate Report Warns of Damaged Environment and Shrinking Economy. Retrieved from https://www.nytimes.com/2018/11/23/climate/us-climate-report.html

Denning, S. (2018, January 02). Why Agile Is Eating The World​​. Retrieved from https://www.forbes.com/sites/stevedenning/2018/01/02/why-agile-is-eating-the-world​​/

Ford Prepares for Mass Layoffs After Losing $1 Billion to Trump's Trade Tariffs, Report Says. (n.d.). Retrieved from http://fortune.com/2018/10/09/ford-stock-today-layoffs-trump-trade-tariffs/

Frankel, M., & CFP. (2018, August 29). We're in the Longest Bull Market in History -- What Should You Do Now? Retrieved from https://www.fool.com/investing/2018/08/29/were-in-the-longest-bull-market-in-history-what-sh.aspx

Gillard, M. (2017, August 29). Mark Gillard: What Generation X does next. Retrieved from https://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=11599341

Holodny, E. (2017, November 27). 9 of the biggest problems baby boomers are facing right now. Retrieved from https://www.businessinsider.com/baby-boomers-biggest-problems-now-2017-11#boomers-who-plan-to-retire-in-their-mid-60s-to-early-70s-need-to-have-enough-money-saved-up-for-a-decade-or-two-more-than-they-might-have-in-the-past-9

How Generation X is tackling mid-career challenges. (n.d.). Retrieved from https://www.managementtoday.co.uk/generation-x-tackling-mid-career-challenges/your-career/article/1439422

Infographic: Growth of K-12 Digital Learning. (n.d.). Retrieved from https://www.connectionsacademy.com/news/growth-of-k-12-online-education-infographic

LaReau, J. L. (2018, October 31). GM offers buyouts to 18,000 salaried workers, says layoffs possible. Retrieved from https://www.freep.com/story/money/cars/general-motors/2018/10/31/gm-buyouts-salaried-workers/1831530002

Media Center. (n.d.). Retrieved from https://www.sos.state.oh.us/media-center/press-releases/2018/2018-06-21/

Preparing for change? Proceed with thought!

Why Think Strategically?

Engaging in organizational change without first engaging in strategic thinking is like embarking on a road trip without considering the purpose or destination. While there may be scenic opportunities along the way, valuable opportunities will be missed, the cost will be higher, and the endeavor may not lead anywhere good. Time is likely to be wasted overcoming avoidable “crisis” along the way. The travelers are likely to miss out on valuable treasures that could have been encountered with proper planning. The journey may end up far from what the travelers had hoped it would be.

    Likewise, strategic thinking is an immensely valuable when preparing for organizational change. Change is inevitable. Organizational changes occur whether leaders want it or not. Insightful leaders will recognize impending or necessary changes and engage intentionally. While definitions vary, strategic thinking includes critically considering implications related to the big picture of the organization and its future.

Strategic thinking can illuminate practices that may have become outdated or incongruent with the organizational mission or professed values. Strategic thinking provides opportunity to confront the excuse that “it’s always been done this way.” It allows leaders to consider outside factors that could impact the organization and prepare for an unpredictable future. The process of reflecting, questioning, and refining equips organizations to proceed forward from a position of strength.

Understanding Organizational Change

    In her book, “Strategic Thinking and the New Science,” T. Irene Sanders provided insight into how to move forward in an increasingly interconnected and rapidly changing world. Sanders related organizations to ecosystems. Organizations are continually confronted with new information and circumstances. The organizations must then adapt and regain equilibrium. Some changes are small, yet some may bring about significant transformation.  In this type of system the initial condition influences later outcomes and even small changes can lead to large, unexpected outcomes.

Leaders are best equipped to plan for desired outcomes when they are first aware of the initial condition of the organization leading into the change. From there, rapidly changing internal and external influences may result in complex and unpredictable outcomes. How can leader prepare for the unknown? Strategic thinking prepares leaders to move forward.

Foundational Values

    In preparation for organizational change, it is important for leaders to consider core values that guide the organization. Core values can then be used to help navigate organizational change. The values provide guidance for making decisions when time is short and outcomes are unknown. Possibilities that do not align with the organizational values can be quickly eliminated.

    In her new book “Dare to Lead: Brave Work. Tough Conversations. Whole Hearts,” Brené Brown highlighted the importance of “operationalizing” values in contrast to only professing them. Strategic thinking provides leaders with opportunity to consider how the values can be integrated into organizational practices and procedures.

    If organizations have existing core values, strategic thinking provides an opportunity to assess whether or not the values are still the best fit for the organization. Additionally, strategic thinking provides opportunity to consider where there may be gaps between core values and organizational practices. If gaps are uncovered, leaders can consider how the values can be integrated into company practices when the changes are implemented.

    If the company does not have existing core values, strategic thinking provides an opportunity to consider what is most valuable to the organization and its leadership. If there is lack of agreement or clarity about what it most important, there is opportunity to explore, discuss, and gain clarity. An organization’s core values provide a foundation for designing and navigating impending changes.

What does success look like?

    Without a clear destination, leaders may regret where they end up. Goals create both a clear destination and establish guideposts along the way. Strategic thinking helps to ensure that goals align with the company vision and values. Goals may need to be adapted over time based on unforeseen changes and circumstances. That’s okay. Strategic thinking allows leaders to set goals that help define success and create a roadmap to get there.

What is the cost?

    After defining success and mapping out how to get there, leaders can consider the costs. Strategic thinking can lead to strategic planning, during which leaders consider how much time and resources are needed. They can then consider whether or not the organization currently has the necessary resources or if it will have access to obtain them.

    Strategic thinking provides opportunity to consider potential impacts of unforeseen costs or circumstances. It is valuable to consider potential roadblocks that may impede progress. Leaders can then consider whether or not the organization has enough margin and fortitude to overcome potential or existing roadblocks. Strategic thinking also considers external factors that could impact the organization. Unforeseen circumstances are by nature unpredictable, but leaders do well to consider various factors when determining if the organization has what it takes to succeed. If needed, leaders have the opportunity to revise the proposed changes before announcing or implementing them.

Strategic thinking allows leaders to consider the potential unforeseen impacts of the change. Leaders can consider how their people will react or be impacted by the changes. They can also think through how changes in one area of the organization may impact other areas of the organization or stakeholders outside of the organization. The potential “ripple” effects may be unpredictable, but considering possible impacts before implementing changes keeps leaders from being caught off guard when unintended impacts arise.

What needs to be left behind?

    Strategic thinking that precedes organizational change provides a valuable opportunity to determine what needs to be left behind. Old practices, procedures, or ways of thinking may have become outdated or unhelpful. They may need to be changed, refined, or eliminated. There may be things that the organization is doing that may no longer fit with the new direction. New structures or procedures may need to be established. Strategic thinking provides opportunity to consider the best course of action to allow the organization to move forward most effectively.

Seek Out Wisdom

    Strategic thinking provides opportunity to obtain outside counsel. Leaders can consult with mentors, subject matter experts, colleagues, and others who may provide valuable insights. It is as King Solomon stated in Psalm 15:22, “Plans fail for lack of counsel, but with many advisers they succeed” (NIV). Organizational change is complex, arduous work and leaders are likely to encounter resistance and unforeseen challenges. Enlisting support from the beginning can help prevent unnecessary pitfalls and provide leaders with a support network to lean on throughout the change process.

    Most importantly, by spending time engaging in strategic thinking before implementing organizational change, leaders experience opportunity to receive input and wisdom from the Lord. Leaders have opportunity to invite the Lord into the process from the very beginning. James 1:5 explains that the Lord will give wisdom to all who ask, without finding fault. The Lord may bring to mind considerations that may have otherwise been overlooked or provide strategies, insights, redirections, or warnings along the way.

Considering the rapidly changing, complex, unknown future, consulting with the One who created the world and everything in it is certainly a strategic advantage. Additionally, by seeking the Lord’s guidance and direction, leaders ensure they are leading the organization forward in a way that honors and pleases the Him.

Proceed with Thought!

    Strategic thinking equips and prepares leaders with purpose and wisdom as they move forward with organizational change. Without such preparation, leaders may be caught off guard when inevitably confronted with the unexpected. Engaging in strategic thinking allows leaders to cut out what does not belong and refine what does. It prepares them to both avoid and prepare for potential obstacles. Leaders can begin to foresee and plan for future needs. Strategic thinking helps equip leaders with a road map and tools for navigating the change.  By spending time thinking strategically before implementing change, leaders set themselves, their people, and their organizations up for strength and success!

   

"...they will renew the ruined cities that have been devastated for generations." Isaiah 61:4

Additional Resources:

Brown, B. (2018). Dare to Lead: Brave Work, Tough Conversations, Whole Hearts. London: Vermilion.

Sanders, T. I. (1998). Strategic thinking and the New science: Planning in the Midst of Chaos, Complexity, and Change. New York: Free Press.

Communicate to Bring Your Vision into Reality

            Leadership is an extraordinary task. Leaders often face demands to reach desired results but must rely on others to get them there. In the process, leaders must continually overcome both logistical and human challenges. Everyone is watching to see how they will do!

            While it is possible to make notable achievements individually through one’s own gifts or abilities, leadership multiplies impact. Communication empowers aspiring leaders to transform personal success into corporate victory.

Why communicate when there is so much to be done?

            Communication is a key tool to empower a leader’s vision. It is the key to unlocking a team or organization’s potential. It is a powerful tool for casting vision, shaping culture and identity, increasing effectiveness, and multiplying leaders. Few people are naturally skilled at communication. The great news for the rest of us is that communication skills can be learned and continually developed.

           

“It’s complicated”

            Communication in the leader-follower relationship is much more than a one-way information transfer. For maximum effectiveness, communication must be an ongoing, two-way process. It is more complex than it may appear! In their book, “Leadership: A Communication Perspective,” Craig E. Johnson and Michael Z. Hackman explained that when two people are talking, there are actually six people in the conversation (2018, p. 20):

1.    Who you think you are

2.    Who you think the other person is

3.    Who you think the other person thinks you are

4.    Who the other person thinks he or she is

5.    Who the other person thinks you are

6.    Who the other person thinks you think he or she is

            One could quickly get lost even considering this! The key takeaway is that there is much more to communication than meets the eye. There is much to be gained by learning more about what is happening below the surface.

            “Who the other person thinks you think he or she is” is especially valuable to consider in the leader-follower relationship. A phenomenon that has been named the Pygmalion Effect describes how a leader’s expectations tend to become self-fulfilling prophecies (Johnson & Hackman, 2018). When leaders communicate high beliefs or expectations, followers rise to meet them. Likewise, if expectations are low, followers will fall in line with the low expectations.

            When interacting with others, messages are being sent both verbally and nonverbally. For example, leaders may naturally have a bias toward people who are similar to them. A leader may not be aware of the bias, but may communicate it through actions and nonverbal cues. Others may pick up on this message and perform at a reduced capacity due to the lower expectations of them. This perpetuates the bias and reduces the potential effectiveness of the team or organization. Leaders can overcome this pitfall through awareness and intentional change (more on this below).

Solicit feedback for Maximum Effectiveness

Feedback Uncovers Hidden Potential

Followers can provide valuable feedback regarding a leader’s blind spots, which gives the leader opportunity to realize greater potential. Many organizations invest valuable resources into obtaining various forms of feedback. Feedback is a valuable tool to gain input from followers. Requesting feedback can also provide insight into specific ways to improve communication.

Solicit Feedback

 It is often necessary to establish trust and invite feedback. Formal processes often use surveys to obtain feedback on key areas. Less formal feedback can be obtained through conversations, feedback cards, or other means of communication. In some cases, it can be valuable to create avenues for anonymous feedback. The key is to communicate that honest feedback is valued and the leader will not respond defensively or harbor negative judgements.

Increase Effectiveness with Follow Through

In a study referenced in the article “The Impact of Executive Coaching and 360 Feedback on Leadership Effectiveness” from the Leadership & Organizational Development Journal, leaders experienced an average increase in effectiveness of 55% or more within 6 months of obtaining strategic feedback from multiple sources and following through with a coach to implement changes.

Reduce Gossip & Establish Trust

If followers don’t feel welcome or safe to provide feedback, they may comment on the leader, team, or organization among themselves, but are unlikely to share it with the leader. An added benefit is that communicating openness to honest feedback also serves to reduce gossip. When people feel safe to share their feedback directly, they will be less likely to turn to a “safer” third party in order to be heard. Genuine invitations to receive feedback in a non-defensive way can help to reduce gossip, provide valuable insight, and establish trust.

Pro Tip:

         

Take feedback seriously, but not personally.  The purpose is to find opportunities to increase potential. We all have them. Some feedback could be transformational. Other feedback may belong in the garbage. It is valuable to extended grace and to remember that everyone else is also in process. Seeking perspective from a trusted colleague, mentor, or coach can be helpful to identify trends and sort out what feedback is most valuable. That feedback can be used to develop actions plans.

Communication Tips

In addition the specific areas for improvement uncovered by feedback, the tips below can boost communication effectiveness.

1)    Establish and protect trust.

Trust is foundational in relationships. Lack of trust inhibits communication and leads to misunderstanding. Trust is generally built over time. I can be lost much more quickly. It is necessary to be consistent and act with integrity.

Some actions that can help to build trust include:

Connect.

Follow through on commitments. 

Be attentive to the needs or concerns of your followers.

Maintain confidentiality of things shared in confidence.

Explain the reason behind major changes that impact followers.

Share insight about yourself.

Express appreciation.

2) Communicate with the listener in mind.

            Messages are received most effectively when the listener can connect to it. When speaking or writing, consider your audience. Who are they? What is important to them? How much do they already know about the topic? How do they feel about the topic?  It is valuable to consider these types of question when formulating a message.

A technician describing a problem to a consumer communicates effectively by speaking in simple terms. A surgeon speaking to a medical team communicates with technical precision. If a listener or audience has resistance to certain terminology, a wise communicator can reframe a message to build upon concepts that are valued by the audience. A message will be more powerful if it connects to the needs of the audience.

In cross-cultural or global environments, greater sensitivity and understanding is required. Learning more about the cultures and values of others can help provide the broader perspective needed to communicate to diverse audiences. When stakes are high, solicit feedback or do research before an important presentation or meeting.

3) Adapt to your surroundings

            Similar to adapting to an audience, adapting to circumstances can also improve communication effectiveness. It is not inauthentic to adapt your communication style to the situation. Different situations require different styles.

Effectiveness can be increased by understanding audience expectations. Formal attire and a formal style are often expected when delivering quarterly or annual result to stakeholders. A more relational approach is more fitting for an informal proposal made to a long-time colleague over lunch.

           

4) Pay attention to your audience

            Listeners provide valuable feedback during a conversation or presentation. A listener may appear puzzled, upset, distant, excited, or engaged. In conversation, listeners may also say things that give clues to whether or not they are following you. These clues provide valuable insight that can allow the speaker to check for understanding or course-correct, if needed.

As a note, listeners in audiences may take on a passive, listening role with minimal facial expressions. These listeners sometimes later share how valuable the message was to them. Don’t get discouraged!

5) Never stop growing

With an ever-changing, increasingly diverse, and globally interconnected landscape, opportunity exists for continual growth in communication skills and methods. As cultures intermingle, it is necessary to grow in awareness of the values and worldviews of those we lead. Leaders have the opportunity to unite people they lead by recognizing and publically expressing honor and appreciation for the differences. This sets the standard for those they lead.

Go & be great!

Leadership requires both courage and humility. Author and researcher Brené Brown offers wisdom in her book “Daring Greatly.”

“When we spend our lives waiting until we’re perfect or bulletproof before we walk into the arena, we ultimately sacrifice relationships and opportunities that may not be recoverable, we squander our precious time, and we turn our backs on our gifts, those unique contributions that only we can make”(p.2).

If you are a leader, you have already stepped out into the arena. Communication is a valuable vehicle for bringing your bring your vision to life!

The Lord will fight for you; you need only to be still.

Lately, I feel like I'm "chomping at the bit." I'll feel like a need to make a bold statement of proclamation, and then..."oh wait, nevermind." Or I feel the need to boldly move forward with some sort of action or revolution, but then I realize I don't know which direction to even go. So again, "oh wait, nevermind." Like a sneeze that almost happens, but then disappears.

It feel like the Lord is up to something. It's like I see a glimpse of what he's up to, but everything's in motion. Like He's putting things in place.  Significant things. Things that only He can do.

I've been having all kinds of ideas about directions I could go, but I feel like the Lord says "Wait, and see what I will do." He wants to show off His goodness.

It seems like a really good time to keep my mouth shut and seek the Lord. :)

Pursuing the Call of God

Approximately seventeen years ago, not even really knowing what it meant, I said "yes" to the Lord to a call to "full-time five fold ministry."

I haven't seen it happen yet. Based on my experience, I had been beginning to wonder if there had been a mix-up. But the Lord graciously reminded me that I was likely the only high school kid fasting in order to seek Him at that lock-in where He spoke to me.

Although it may not always appear that way (as a quiet single mom, without any current ministry role) I have sought to be faithful to the Lord and His call in every circumstance. I have learned to love the one in front of me, even when I recieved hostility in exchange. I have learned to overcome spiritual warfare, alone in the wilderness. I have learned to wrestle with Biblical truths until I see my own life transformed by them. I've learned to seek the Lord to overcome circumstances that have seemed impossible to me.

I've learned God's ways, often alone in the fire.

I've received and been transformed by countless hours of training and have gained understanding by serving in many areas throughout the church.

So, my question at is, "What now?"

I'm done waiting. I'm just going to believe God and do it.

I don't know what that looks like. It just feels necessary to "write the vision and make it plain" (Habukuk 2:2); most importantly for myself, and also for anyone who is interested in understanding or helping me along that pursuit.

I don't really care what it looks like, I just want be at the center of His presence and what He's doing. There's no other place I'm satisfied.

I've already tried everything I know to do, I have given up on that. I will simply be seeking the Lord and doing what He says. It's all I know to do.

I would love your prayers. 😊

What does it look like for women to step into place?

Toward the beginning of this year, I had a dream. In my dream I walked into a pastors' leadership gathering, looking to find a pastor who could help with a specific need someone had. I was specifically looking for a woman because the type of help was needed was the kind that women tend to be most naturally gifted to provide. The problem was emotional in nature and required someone nurturing and gifted in emotional intelligence. I had a certain type of person in mind.

There were two women at the gathering, but I knew "they would not do" because they had only been invited since they were able to fit into the roles traditionally filled by men. Everyone just stood and looked at me strangely, like they didn't understand what I was looking for. It was as though they did not understand the type of person I was looking for or why I was trying to find one among them.

In my dream, I was aware that the men were doing a great job at what they were created to do. On top of that, they did the best they could to fill-in in areas where women had been absent. However, they were not fully capable of filling both roles and it was an extra burden they weren't intended to carry.

My question is: What does it look like for women to step into their place as women in the Church?