On the Leader Fluent Podcast, we’re in a series on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. The book is now available, and on this episode, you’ll get a taste of my chapter on, “How to Make Leadership Decisions.” Be sure to order Insanely Practical Leadership today and the bonus content that goes with the book HERE.

Several years ago, my wife Karen and I planted a church near downtown, Fort Worth, Texas. Well, a few years after planting the church, our building reached a tipping point. Our auditorium was full, our kid’s space stretched thin, and we knew we needed to either renovate or relocate. 

After careful consideration, we decided to renovate the building. Here’s the framework we drew from to make the decision.

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

Today’s an exciting day because it’s the OFFICIAL RELEASE of my new book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life and leadership. In preparation for the release, I’ve been giving you a taste of each chapter on the Leader Fluent Podcast. Today, you’ll get a taste of chapter 5, “How to Manage Your Time.” It’s a great way to start the new year. Again, be sure to order Insanely Practical Leadership today and the bonus content that goes with the book HERE.

Let me start this session by asking you a question: how valuable is your time? 

In his book, Becoming a Coaching Leader, Daniel Harkavy offers a great perspective on determining the value of your time. He suggests that you start by identifying your desired annual income five years from now. In fact, go ahead and pick a number. How much do you hope to make five years from today?

Once you’ve picked a number, open the calculator on your phone and divide your desired annual income by 2,080. 2,080 is how many hours there are in a 40-hour workweek during an entire year. Once you divide your desired income by 2,080, you’ll come up with an hourly rate. 

For example, if you want to earn $100,000 per year and you divide it by 2,080, you’ll make about $48 per hour. If you want to earn $250,000 per year, you’ll make about $120 per hour. Now, look at that hourly dollar amount on your calculator and ask yourself this question: “Is how I currently use each hour of my day worth that much money?” 

You might push back and say, “Stephen, I don’t make that much money per hour.” I get it, but that’s not my question. The question is, “Is how I CURRENTLY use each hour of my day worth that much money?” Let’s make it personal.

Is scrolling through social media worth $48 an hour to you? Is watching TV for three or four hours each night worth $120 an hour to you? Is spending excessive hours on your favorite hobby worth the number on your calculator right now? 

If your answer is “No,” I have news for you: If you don’t change how you use your time today, you won’t earn your desired income tomorrow. This example obviously doesn’t encompass the full value of time. After all, time isn’t just a matter of money. But this example does help us see time in a new light. 

Psalm 90:12 also provides incredible perspective on the value of time. It says, “Teach us to realize the brevity of life, so that we may grow in wisdom.” When you realize the brevity of life, you begin to see time as a precious resource entrusted to you by God. We can spend time frivolously or invest it wisely; either way, how we use our time reveals what we value most.

So, how do you effectively manage time? Well, I believe it begins by identifying three circles. The first circle is “Why.” The second circle is “Where.” And the third circle is “How.” Let me unpack each one. 

Without a well-defined purpose and clearly stated values, you’ll efficiently manage your time to accomplish the wrong things. That’s not a picture of success. After all, who cares if you get the wrong things done quicker. Purpose and values are the north star for time management. So, let’s start with purpose. 

If you want to discover your purpose, begin by identifying how God wired you. God designed you with your purpose in mind be depositing in you abilities, passions, and spiritual gifts. so if you identify how God designed you, you’ll begin getting clues to your purpose in life. Each of these traits are like puzzle pieces, and when you turn each puzzle piece face up, you quickly begin to see patterns emerge that give you clues to your life purpose. 

What about values? Values are the people, principles, and priorities that guide our lives. They’re the internal rules of the game that influence our behavior, what we do, and how we spend our time and money. Circle #1 clarifies your purpose and values. They are the “Why” of time management. 

The “Where” circle focuses on the Roles & Priorities that will help you fulfill your purpose and values. In other words, this is “Where” you invest your time.  

Let’s start with Roles. You likely serve in a variety of roles at home, in your community, on a campus, in your career, or in the church. The question is, “Do these roles help you live out your purpose and values?” The more your roles are aligned with your purpose and values, the more time you’ll be able to allocate to them.

Within each of your roles, you also have Priorities. So, what should those priorities be? John Maxwell recommends answering three helpful questions to identify your highest priorities. Question one: What is required of me? Question two: What activities give me the greatest return? And question three: what activities give me the greatest reward? When you answer the three “R’s”—required, return, and reward—for each of your roles, you will discover your highest priorities in those roles. 

Planning creates a system to maximize the minutes in your day. To plan your time wisely, select a good time management tool, and then conduct a weekly meeting with yourself to plan out your week. As you plan out your week, identify the three most important things you need to do that week, as well as the three most important things you need to do each day. Finally, eliminate time-wasters, automate things that happen repeatedly, and delegate tasks that must be done, but not necessarily by you. Those are the basic of how to plan your time. 

In addition to planning, the “How” circle also focuses on boundaries. Boundaries are the guardrails that protect the use of your time. To establish clear boundaries, conduct a time audit so you know exactly where your time is going. Then, identify the kind of tasks, projects, and appointments you’ll say yes to and the ones you’ll say no to. Finally, set technology boundaries. When you consider that the average person spends 143 minutes per day on social media, it wouldn’t hurt to establish some technology boundaries.

The sweet spot of time management is where the three circles overlap. In other words, when the WHY, WHERE, and HOW of time management intersect, you’ll be able to allocate the precious minutes of your life to what matters most. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In this Leader Fluent Podcast Series, I’m sharing some teaching from each chapter of my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life. Enjoy this taste of what’s in the book, and learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. In today’s episode, we’re talking about “How to Think Like a Leader.”

Authors Mark Batterson and Dick Foth once said, “In a very real sense, my world begins and ends between my ears. I don’t have to be brain-dead to be brain-defeated.” So, how do effective leaders think? Well, in Insanely Practical Leadership, I outline eight essential mindsets of a leader. But today, I’d like to focus on three of them. 

Unfortunately, leaders can come up with excuses, and Moses is a perfect example. When God called Moses to return to Egypt and lead His people out of slavery, Moses tried to dodge God’s call with five different excuses. 

Excuse #1: Insignificance: I’m Not Important Enough 

Moses said, “Who am I to appear before Pharaoh? Who am I to lead the people of Israel out of Egypt?” In other words, Moses felt insignificant for the task at hand. 

Excuse #2: Incompetence: I Don’t Know Enough 

Moses protested, “If I go to the people of Israel and tell them, ‘The God of your ancestors has sent me to you,’ they will ask me, ‘What is his name?’ Then what should I tell them?” Moses didn’t have the answers to move forward. In his mind, his competence didn’t cut it.

Excuse #3: Invalid: I’m Not Credible Enough 

Moses said, “What if they won’t believe me or listen to me? What if they say, ‘The Lord never appeared to you’?” So, get the picture: In this moment, Moses was doubting his credibility. 

Excuse #4: Inadequacy: I’m Not Skilled Enough 

Moses reminded God of his speech impediment. He said, “O Lord, I’m not very good with words.” Simply put: “God, I’m inadequate for the job. My skills don’t measure up.” 

Excuse #5: Inferior: I’m Not Good Enough 

Moses finally said, “Lord, please! Send anyone else.” In other words, “God, if you lined up a hundred other people, I’d be the least qualified. I’m inferior. Please, pick someone else.” 

Have you ever used any of those excuses with God or with someone else? Have you ever said, “I’m insignificant, incompetent, invalid, inadequate, or inferior?” Well, here’s the problem with excuses: they’re the permanent exit ramp from the highway of obedience. But that’s not how good leaders think. 

The most effective leaders think in the realm of possibility. Why? Because that’s where God resides. That’s why God didn’t put up with a single excuse Moses threw at Him. Instead, God told Moses, “I’ve sent you,” “I’ve equipped you,” and “I’m with you.” And the same is true for you. God has sent you. God has equipped you. And God is with you. And when that’s the way you think, you’ll lead in the realm of possibility.

Industrialist Andrew Carnegie once said, “Take away my people but leave my factories and soon grass will grow on the factory floor. Take away my factories and leave my people and soon we will have a new and better factory.”

Leadership is about the people not the programs, products, or property. You design programs, but you develop people. You create products, but you cultivate people. You buy property, but you build people.  When you stop developing, cultivating, and building people, the day will come when you have no more programs, products, or property. In fact, when you think people first, you won’t have to worry about products and programs because the people will think of them for you. 

So, if you’re going to think people vs. programs, then you must begin investing in people. Why do I say that? Because that’s what separates a leader from a high-achiever. High achievers are doers. But leaders are developers. One focuses on doing tasks, but the other focuses on developing people. And as a leader, the greatest fruit you’ll ever produce is the people you develop. That’s how leaders think. 

Author and pastor Craig Groeschel says, “You can have control or you can have growth, but you can’t have both.” To maximize growth, leaders deliberately give up control and empower the people they lead. Yes, this feels risky. And yes, this stresses out control freaks, like me. 

But if you’re going to think like a leader, you must empower people with power. As Navy Captain Michael Abrashoff once said, “Empowering means defining the parameters in which people are allowed to operate, and then setting them free.” And what happens when you don’t empower people? They rely on you to make all their decisions for them. But again, as Captain Abrashoff observed, “If all you give are orders, then all you’ll get are order-takers.” 

So, what does it look like to truly empower others? It requires two keys: responsibility and authority. You must first release responsibility to other members of your team. And then, you must let go of the authority that goes with it. Responsibility and authority are the two tracks that the train of empowerment runs on. 

What about you? How does your thinking need to change? What mindsets do you need to embrace to think like a leader?

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In this Leader Fluent Podcast Series, I’m sharing some teaching from each chapter of my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life. Enjoy this taste of what’s in the book, and learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. In today’s episode, we’re talking about “How to Lead with Character.”

Sinkholes aren’t confined to land. They also find their way into our character as leaders. When our souls become dry, the rains of pressure and problems cause subtle character cracks to become giant sinkholes. And in the end, not only does our life collapse, but our family, team, and organization pay a heavy price.

Author Lance Witt once said, “When leaders neglect their interior life, they run the risk of prostituting the sacred gift of leadership. And they run the risk of being destructive instead of productive.” So, how do we lead with character? There are actually five layers to leading with character. 

Values are the character compass that point you in the right direction. And values are formed at the intersection of three things: beliefs, principles, and priorities. 

Beliefs are the core set of creeds and convictions that anchor our lives. For followers of Jesus, beliefs are grounded in the truth of Scripture. Principles are wisdom and guardrails that guide us down the right path. Finally, priorities define the areas where we invest our time, talent, and treasure. 

Simply put, beliefs ground us. Principles guide us. And priorities order us. Together, they form the values on which we build our lives. So, Layer #1 to leading with character is to identify your values. 

Author Bob Goff once said, “We plant sod where God wants us to plant seed. He’s more interested in growing our character than having us look finished.” Character growth is important, but it doesn’t happen by accident. It requires several practices to maximize growth. 

Practice number one is to Cultivate Disciplines of Spirituality. We talked about those disciplines in the last session, and how they draw us into God’s presence where he can transform us. 

Practice number two is to Create Boundaries of Accountability. Boundaries of accountability gives us the external structure we need to outsmart our weaknesses. 

And practice number three is to Build Circles of Community. Community give us the wisdom and encouragement from others to help us play the long game. 

These three practices provide the nutrient rich soil to grow our character. And working together, these practices prevent sinkholes from forming below the surface of our hearts. 

Modeling behavior happens when you do what you say you will do, even under pressure. For example, modeling behavior is asking for forgiveness when you step out of line. It’s telling the truth when it’s inconvenient. It’s receiving feedback with grace and humility. It’s showing compassion when others are hurting. 

These are all examples of what it looks like to model your behavior. In fact, in 1 Timothy 4:12, the apostle Paul said, “Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity.” Paul understood that character grows inwardly, but its influence is felt outwardly. 

In 2 Timothy 3:10-11, Paul said, “But you, Timothy, certainly know what I teach, and how I live, and what my purpose in life is. You know my faith, my patience, my love, and my endurance. You know how much persecution and suffering I have endured. You know all about how I was persecuted in Antioch, Iconium, and Lystra—but the Lord rescued me from all of it.” 

Notice, in this passage Paul highlighted several character traits, not to exalt himself, but to use each trait as a teachable moment. In other words, Paul used his life to debrief matters of character with his young apprentice Timothy. And we must do the same with our team. 

The goal isn’t to brag about your character or present an image of perfection. Instead, we must give examples of when our character was tested, and how we responded. We must point to moments when we failed character tests, and then humbly share the lessons we’ve learned in the process. These “debriefing moments” are how you pass character onto the people around you.

The example we set for others has the power to multiply far beyond us. How so? Multiplication happens when you guide the people you lead through the previous four layers of character. In other words, we must help others identify their values, show them how to grow and model their character, and then challenge them to debrief their character with the people they lead. As they exhibit each layer of the process, you’ll begin multiplying your character, and you’ll equip them to do the same. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In this Leader Fluent Podcast Series, I’m sharing a snippet from each chapter of my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. The book addresses a host of insanely practical skills, and it provides you and your team with the tools to apply the insights to your life. Enjoy this taste of what’s in the book, and learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Leadership is immensely challenging. In fact, as I coach leaders, I hear stories of bold visions, heart-breaking pain, board members gone rogue, difficult leadership transitions, and situations with intense spiritual warfare. 

The truth is, there is no shortage of stress and struggle in leadership. But as the external pressures of leadership increase, we need a more powerful presence within us. That’s why the Apostle Paul said in Ephesians 3:16, “I pray that from his glorious, unlimited resources he will empower you with inner strength through his Spirit.” 

So, where do we start? Well, to become a spiritually grounded leader, we need four spiritual keys. 

Author Greg Mckeown made an interesting observation about the word priority. McKeown notes that when the word priority came into the English language in the 1400s, it was originally a singular word that meant “the prior or very first thing.” 

It remained a “singular” word for the next 500 years, until the 1900s when we made the term plural: priorities. Well, McKeown poses a powerful question about the word “priorities.” He said, can there be multiple very first things?

Unfortunately, many people think there can be, but Jesus makes it clear only one thing can be first. In Matthew 6:33 Jesus said, “But seek first his kingdom and his righteousness, and all these things will be given to you as well.” This is the starting place to become a spiritually grounded leader. Seeking God must be our very first thing.  

Author Richard Foster once said, “We do indeed engage in practices—disciplines, if you will—but remember these practices earn us nothing in the economy of God. Nothing. Their only purpose is to place us before God. That is all…God then steps into our actions and, over time and experience, produces in us the formation of heart and mind and soul for which we long.”

Notice, the spiritual practices don’t change us—God does. The practices are merely the way we place ourselves before God so He can do His transforming work in us. So, whether it’s prayer, Bible study, worship, fasting, serving, generosity, or community, what are the spiritual practices you need to develop to bring you before God so He can transform you in His presence? 

After performing a miracle where He fed 5,000 people, Jesus told His disciples to get into a boat and cross the lake. Then, Jesus went up into the hills to pray by himself. And the Bible tells us, “Night fell while he was there alone.” 

But the disciples didn’t immediately get in the boat and cross the lake. Instead, John 6:16 says, “That evening Jesus’ disciples went down to the shore to wait for him.” And eventually, darkness fell but Jesus still hadn’t come back.

That passage sounds simple enough, but when I read it, I’m convicted with this thought: Has anyone ever had to wait on me to finish praying?

You see, Jesus modeled the unrushed way by not rushing His time with the Father. Despite the demands Jesus faced, His leadership pace didn’t exceed His spiritual pace. I know, unrushed time with God sounds impossible, especially when speed is the name of the game for so many leaders. But if we’re not careful, we’ll begin measuring intimacy with God by our efficiency with God. 

Efficiency sounds like a good leadership tactic, but intimacy is the fuel to help you finish well. You can’t microwave maturity. And when we combine spiritual practices with a healthy spiritual pace, the transformation is deep. 

Leadership expert, Dr. J. Robert Clinton once said, “When a leader has a lifelong developmental perspective, that leader expects God to shape him over a lifetime. The leader views the things that happen to him as God’s sovereign way of developing him. That leader recognizes that all of life, while being vital and true for the moment, is also used to prepare him for all of the rest of life.”

To lead for a lifetime, you need a lifetime developmental perspective. You need to see pain, tests, and trials as the tools God uses to form you, grow you, and stretch you as a leader. I’m not suggesting God is the originator of all our hardships, but God doesn’t waste them either. The question is, will you? 

Without a healthy spiritual perspective, you risk becoming angry, bitter, and resentful at the leadership pain God wants to redeem to shape you into a Christ-centered leader. 

In fact, that may very well be the difference-maker in your leadership. Dr. Clinton said it like this: “The difference between leaders and followers is perspective. The difference between leaders and effective leaders is better perspective.” Perspective makes the difference.

So, to become a spiritually grounded leader, you need four things: spiritual priority, spiritual practices, spiritual pace, and spiritual perspective. Priority makes your spiritual growth important. Practices make your spiritual growth evident. Pace makes your spiritual growth vibrant. And perspective makes your spiritual growth resilient. This is the pathway to become a spiritually grounded leader. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE. 

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

Welcome to a Leader Fluent Podcast Series based on my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. For the next few podcast episodes, I’ll be sharing teaching from the Masterclass for the book. It’s a great way to get a taste of what’s in the book, and the insanely practical skills you’ll develop. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE.

Personal and professional growth help you become the person, and the leader, God intended for you to become. As a leader, you are responsible to own your growth. You can’t delegate it or negotiate it. You can’t relegate it or vacate it. In fact, authors Ken Blanchard and Mark Miller said it like this: “Growth for leaders is the treasure that funds the future journey. Stop finding the treasure along the way and the journey ends.” 

As a leader, you have a dream burning in your gut. But between you and your dream is a gap—a growth gap. And the only way to close that gap is to fund the journey toward your dream with the treasure of your growth. That happens when you get insanely practical about three keys: a growth mindset, a growth plan, and a growth team. 

In the Gospel of Luke chapter 2 verse 52, it says, “Jesus grew in wisdom and in stature and in favor with God and all the people.” Notice, Jesus’ growth was intentional and continual. He didn’t think about growing—He grew. And He wasn’t haphazard about growing—He grew mentally, physically, spiritually, and socially. 

Without an intentional and continual growth mindset, we’ll view growth as nothing more than a one-time event. Events such as conferences and seminars are great at inspiring change, but the change doesn’t actually happen at the event. A process of growth must follow the event which then produces long-term habits of transformation. Simply put, events inspire change, process creates change, and habits sustain change. And it all starts with a growth mindset. 

I’ve developed a growth planning model that I call “Growth TRAC”—T-R-A-C. A Growth TRAC is a specific, measurable, and accountable plan for personal and professional growth. Each letter in the word “TRAC” stands for a word, and each word is accompanied by a question to help you create your own Growth TRAC. Let’s unpack it. 

The letter “T” in “TRAC” stands for Target, and the question is, “What are My Growth Goals?” Your growth goal is the target you’re aiming to hit. The letter “R” stands for Roadmap, and the question is, “How Do I Plan to Grow?” Your roadmap to reach your target is typically made up of things like training, resources, coaching, and experiences. 

The letter “A” stands for Accountability, and the question is, “Who Will Hold Me Accountable for My Growth?” None of us are good enough to reach our growth goals alone. That’s why we need friends and mentors in our lives to ask us questions and hold us accountable to grow. And finally, the letter “C” stands for Check-Up. The question is, “When and How Will I Evaluate My Growth Progress?” When you conduct regular check-ups on your growth progress, you’re able to make mid-course corrections to help you reach your growth goals. 

A Growth TRAC includes a Target, a Roadmap, Accountability, and Check-Ups. And when you follow your TRAC, it helps you intentionally grow. 

Several years ago, Scott Wilson introduced me to the idea of a growth team. A growth team is a group of people who help you grow in the most important areas of your life. 

For example, if you’re married, your spouse will help you grow in your relationship with your family. But your growth team doesn’t end there. Prayer partners help us grow spiritually. Counselors help us grow emotionally. Coaches help us grow professionally, and financial advisors help us steward money wisely. Add to that friends and workout partners, and we find the help we need to grow relationally and physically. Together, this team helps us reach our growth potential.

So, to create your own growth team, start by identifying the primary roles and responsibilities in your life. Again, those might be spouse, parent, pastor, business leader, friend, and follower of Jesus. Then, identify individuals who can help you grow in those specific areas, and ask them to be on your growth team. And when you meet with these individuals, ask them questions to help you grow in the areas where they can help you most. Whatever you do, be sure to come prepared, take careful notes, and then apply what you’re learning. 

These are the keys to growth. You must adopt a growth mindset, create a growth plan, and then assemble a growth team. All three will change and mature over time, but these are the core ingredients to maximize your personal and professional growth. 

The teaching in this podcast series comes from my book, Insanely Practical Leadership: 12 No-Nonsense Keys to Master the Art of Leading Yourself and Others. Get your copy of the book, masterclass, and study guide to maximize your leadership and to invest in the growth of your team. You can learn more about Insanely Practical Leadership and the bonus content that goes with the book HERE.

Would you do me a favor and leave a rating or review on this episode of the podcast. Your help in spreading the word is deeply appreciated.

In today’s episode of the Leader Fluent Podcast, I’m talking about “Four Ways to Handle Criticism in Leadership.” Criticism is an increasing problem in the leadership landscape. It might be a problem, but how we handle it can become a bigger problem. 

If you’re not already a subscriber, I’d love for you to subscribe to Leader Fluent today on iTunes, Spotify, Stitcher, Android, Pandora, or your favorite podcasting platform. And as always, your RATINGS and REVIEWS are deeply appreciated. 

You don’t have to be in leadership for long to realize that criticism comes with the territory. People have opinions, and they’re not afraid to share them. That was certainly the case for Nehemiah when he began rebuilding the wall around Jerusalem.

Nehemiah 4:1-3 says, “When Sanballat heard that we were rebuilding the wall, he became angry and was greatly incensed. He ridiculed the Jews, and in the presence of his associates and the army of Samaria, he said, ‘What are those feeble Jews doing? Will they restore their wall? Will they offer sacrifices? Will they finish in a day? Can they bring the stones back to life from those heaps of rubble—burned as they are?’ Tobiah the Ammonite, who was at his side, said, ‘What they are building—even a fox climbing up on it would break down their wall of stones!’”

These weren’t subtle grumblings under their breath. These were blatant criticisms meant to dissuade Nehemiah and the people of Jerusalem from completing the way. But they didn’t Nehemiah or the people of Jerusalem. They doubled down on their efforts until the wall was finally finished in only 52 days. 

What about you? What critiques are your critics lobbing onto your leadership and the ministry God has entrusted to you? More importantly, how are you responding? Here are four ways to respond appropriately. 

Everybody has an opinion, but that doesn’t mean you need to give every opinion equal weight. 

Sanballat and Tobiah were neither trustworthy nor interested in Nehemiah’s success. Quite the opposite. They schemed to harm Nehemiah (6:2), were relentless in their efforts to distract him (6:3-4), told lies to him and about him (6:5-9), and repeatedly tried to intimidate him (6:10-14, 19). Their critiques were born out of fear and intimidation rather than genuine care for Nehemiah and Jerusalem.

You will encounter criticism, but when it comes, consider the source. Disagreement doesn’t mean disloyalty. We must ask, is the source credible and caring? Are they trustworthy people who genuinely want what’s best for you AND for the organization? 

If they only want what’s best for you, your leadership will become self-serving. And if they only want what’s best for the organization, they may be fine bulldozing you in the process. The source needs be both CREDIBLE AND CARING. Being credible gives them permission to speak into the good of the organization. And being caring sets the tone in how they treat you in the process. 

There was no truth in the criticisms coming from Sanballat and Tobiah. Again, they lied to and about Nehemiah (6:5-9), and Nehemiah had the discernment to know they were lying. However, that’s not always the case. Even in hard criticisms, sometimes there’s a kernel of truth. 

Several years ago, I heard Carey Nieuwhof interview Scott Sauls, a pastor from Nashville who once worked with author and pastor Tim Keller. In the interview, Scott Sauls shared a powerful response Keller had toward criticism. Sauls said, “In a dozen false things said about him, he would search for a kernel of truth that he could repent of, because every opportunity for repentance is an opportunity to draw closer to Jesus.”

What a powerful practice. When Keller found the kernel of truth, he would humbly admit it and pray over it. Notice, Sauls didn’t say, “He searched for a kernel of truth he could agree with.” Truth sets us free, and Tim Keller was determined to embrace truth, even when it hurt. 

Nobody likes criticisms. In fact, not only do we not like it, but we often have a visceral response to it that’s equally critical. In fact, harsher criticism is often how we repay our critics. 

But you can’t search for truth if you’re swinging a sword. You have to control your response. Why? Because your response does three things: it reveals, reinforces, and reproduces. 

First, your response reveals your level of maturity. Calm demeanors are more mature than rash reactions. Second, your response reinforces the truth. If somebody criticizes you for always being defensive, and then you respond in a defensive manner, the truth has been reinforced by your response. Third, your response reproduces patterns of behavior. In other words, how you respond to criticism will make the situation better or worse. Simply put, your response will reproduce bad behavior or good behavior. 

Protecting your heart requires important spiritual habits such as prayer, worship, confession, and Bible Study. It requires a community of safe friends, wise coaches, and sometimes counselors. These are the practices that help you process your pain and remain spiritually and emotionally whole. 

What’s the alternative? If you’re not proactive about protecting your heart, criticism will turn into cynicism. You’ll become bitter, untrusting, angry, and resentful. 

What kind of criticism are you facing right now? Do an honest assessment of how you are responding. Then, consider the source, look for the truth, control your response going forward, and protect your heart. It won’t be easy, but it’s the mature way to handle our critics. 

If you haven’t subscribed to the Leader Fluent Podcast, you can do so today on iTunes, Spotify, Stitcher, Android, Pandora or your favorite podcast platform. Plus, a RATING or REVIEW will help us spread the word to other leaders. Thanks for your help. 

In today’s episode of the Leader Fluent Podcast, I’m talking about “How to Prepare for a One-On-One with Your Leader.” If you’re a team member, I’ll share four questions you can ask to prepare or your one-on-one. And if you’re a leader, you can use these four questions to train your team how to come prepared for their meeting.

If you’re not already a subscriber, I’d love for you to subscribe to Leader Fluent today on iTunes, Spotify, Stitcher, Android, Pandora, or your favorite podcasting platform. And as always, your RATINGS and REVIEWS are deeply appreciated. 

One-on-one meetings with your boss, supervisor, or leader are an important part of organizational life. In some environments, one-on-ones are a consistent part of the workflow. In other environments, they are erratic or even non-existent. 

What’s the key to a successful one-on-one meeting? Preparation. So, how can you prepare for a one-on-one meeting with your leader. I recommend four simple questions that can have a powerful impact: 

This part of the meeting is primarily designed to keep your supervisor in the know. Generally, this is a quick summary of the things you want your leader to be aware of. Bosses hate surprises, and the communication part of the meeting is your opportunity to keep them aware of updates on projects, decisions you’ve made, or issues that might affect them, the department, the team, or the organization. 

If you don’t understand something, it’s your job to ask for clarification. You might seek clarification about unclear expectations, timelines, next steps, or other important items. Don’t leave it to chance. Ask quickly and kindly and be sure to take notes.

One-on-one meetings help leaders cultivate healthy people, teams, and organizations. In this insanely practical guide, you’ll learn the why and how of leading one-on-one’s, and how to introduce the idea to your team. Plus, you’ll get two tools: 1) A meeting planner to help team members prepare for a one-on-one; 2) A One-On-One Supervisor Meeting MAPP to help you guide the meeting. Download this 21-page guide today.

Every team member experiences problems or challenges in their work. You might be hitting a wall with a new strategy, struggling to resolve a conflict with another team member, or dealing with a crisis or looming problem. Do your best to come to the meeting with solutions to problems, and then seek your leader’s perspective and advice. 

On the other hand, you might have a new idea you’d like to pitch to your leader. It might be a new product, an improved service, a more effective strategy, or an innovative solution to an organizational challenge. The key is to pitch your idea without expecting an immediate response. Give your leader time to think about it without being pushy or demanding. 

This final part of the meeting is an opportunity to learn new insights, sharpen your skills, and enlarge your leadership capacity. This doesn’t need to be complicated. Instead, come with one or two questions you’d like to ask your leader that would help you get better. Again, don’t expect your leader to read your mind. If you desire to grow in an area, share that with your supervisor and ask for their help. 

Your leader likely has a ton of wisdom to offer. Rather than waiting for them to share their insights, learn to ask thoughtful questions coupled with a posture to listen, learn, and grow. 

Next time you meet with your leader, come prepared with answers to these four questions. Not only will the meeting be far more productive, but your leader is more likely to be appreciative of your initiative and willingness to learn. 

If you haven’t subscribed to the Leader Fluent Podcast, you can do so today on iTunes, Spotify, Stitcher, Android, Pandora or your favorite podcast platform. Plus, a RATING or REVIEW will help us spread the word to other leaders. Thanks for your help. 

In today’s episode of the Leader Fluent Podcast, I’m talking about “Seven Keys to Resolve Conflict.”Conflict is a part of life and leadership, and how we resolve it matters. If you’re not already a subscriber, I’d love for you to subscribe to Leader Fluent today on iTunes, Spotify, Stitcher, Android, Pandora, or your favorite podcasting platform. And as always, your RATINGS and REVIEWS are deeply appreciated. 

Every leader encounters conflict. In fact, conflict is a part of life, whether it’s at work, at school, or at home. And one of the biggest reasons for conflict is when there’s a gap between expectations and reality. So, how do you resolve the conflict in an effective and healthy manner? 

We find a really practical strategy on conflict resolution in the book of Acts chapter 15. In this passage, a conflict arises between Paul and Barnabas and some men from Judea. The conflict is over a Jewish religious practice that existed under the Old Covenant that was abolished when, through Jesus, a New Covenant was established. But these men from Judea are trying to impose this old religious practice onto the Gentiles. 

Needless to say, this difference of opinion became a point of conflict in the early church. So, Paul and Barnabas head to Jerusalem to meet with the apostles and elders of the church to resolve this issue. And from this meeting, we discover seven keys to resolve conflict. 

Acts 15:7a says, “At the meeting, after a long discussion…” Why did these leaders have a long discussion? Because they needed to create space to hear both sides of the issue. In other words, a long discussion made room to gain understanding. 

Author Stephen Covey said, “Seek first to understand, then to be understood.” But what do we like to do? We like to seek first to make our point, so then they’ll understand. But that rarely works. You don’t gain understanding with answers. You gain understanding with questions. 

Acts 15:7 says, “At the meeting, after a long discussion, Peter stood and addressed them as follows: “Brothers, you all know that God chose me from among you some time ago to preach to the Gentiles so that they could hear the Good News and believe.”

Peter established common ground. He said, “You all know.” But again, we like to begin with what I know rather than what we know. But that approach burns the very bridges that would allow us to resolve the conflict.  

John Maxwell calls it The 101% Principle. He says, “Find the 1% that you agree on, and give it 100% of your effort.” In other words, start with common ground. Start with what you both know to be true. 

Acts 15:8 says, “God knows people’s hearts, and he confirmed that he accepts Gentiles by giving them the Holy Spirit, just as he did to us.” 

Peter begins by sharing some basic facts, but he does so without emotion. Again, how we handle conflict reveals our level of maturity. If you handle conflict wisely, calmly, and with self-control, then you are being mature in how you handle it. But if you handle conflict in a harsh, demeaning, or uncontrolled manner, then you are only revealing your immaturity.

Proverbs 15:1 says, “A gentle answer deflects anger, but harsh words make tempers flare.” Articulate the facts without emotion. 

Acts 15:9 says, “He made no distinction between us and them, for he cleansed their hearts through faith.” 

Jews in Jesus’ day had issues with the Gentiles because they wouldn’t conform to Jewish rules. So, what does Peter—who was a Jew—do in this situation? He acknowledges the gentiles’ value, because God acknowledged their value. 

If you want the other person to value your opinion more than you value them as a person, you will only escalate the conflict. Every person on planet earth was made in the image of God, including the person you’re having the most conflict with right now. 

Acts 15:10-11 says, “So why are you now challenging God by burdening the Gentile believers with a yoke that neither we nor our ancestors were able to bear? We believe that we are all saved the same way, by the undeserved grace of the Lord Jesus.

Peter’s not hurling accusations here. Instead, he’s putting his finger on the real issue at hand. This is the part of conflict resolution that is easy to ignore. This is where we so often talk AROUND the issue, rather than addressing the issue at hand. 

How do you address the real issue wisely? You have to speak the truth in the tone of grace. Truth without grace is mean. Grace without truth is meaningless. When you speak truth in the tone of grace, people can more easily digest it. 

Acts 15:12 says, “Everyone listened quietly as Barnabas and Paul told about the miraculous signs and wonders God had done through them among the Gentiles.”

Several years ago, I was sitting in a meeting with a group of leaders from a wide variety of backgrounds, organizations, and life experiences. These were sharp people who desired to make a meaningful contribution. But the longer I sat in the meeting, the more I made an observation: the people who talked the most had the least to say. In fact, the more they spoke, the less credible they became. 

Solomon warned us about this very issue when he said, “Fools have no interest in understanding; they only want to air their own opinions” (Proverbs 18:2). And in verse 13 he said, “Spouting off before listening to the facts is both shameful and foolish.” 

When you begin with the posture of listening, then you earn the privilege to speak. And that’s exactly what happened in Acts 15:13-15a: “When they had finished, James stood and said, “Brothers, listen to me. Peter has told you about the time God first visited the Gentiles to take from them a people for himself. And this conversion of Gentiles is exactly what the prophets predicted.”

James spent all his time up until this point listening without interrupting. And after he had listened carefully, he was then able to say with respect and credibility, “Brothers, listen to me.” 

Author and professor David W. Augsburger said: “Being heard is so close to being loved, that for the average person, they are almost indistinguishable.” Listen without interrupting. 

Acts 15:19 says, “And so my judgment is that we should not make it difficult for the Gentiles who are turning to God.” James wasn’t giving the Gentiles a free pass to do whatever they wanted, but on this issue, he presents a solution that was both sensible and biblical. 

As you implement these seven keys, I believe you’ll become much more effective at resolving conflict in a healthy way. 

If you haven’t subscribed to the Leader Fluent Podcast, you can do so today on iTunes, Spotify, Stitcher, Android, Pandora or your favorite podcast platform. Plus, a RATING or REVIEW will help us spread the word to other leaders. Thanks for your help. 

In today’s episode of the Leader Fluent Podcast, I’m talking about “Five Keys to Build a High-Performance Team.” Today’s episode gives you a very small taste of a brand new coaching cohort I’m launching that’s focused on building highly effective teams. You can learn more HERE. 

If you’re not already a subscriber, I’d love for you to subscribe to Leader Fluent today on iTunes, Spotify, Stitcher, Android, Pandora, or your favorite podcasting platform. And as always, your RATINGS and REVIEWS are deeply appreciated. 

Every leader wants his or her team to excel at the highest level possible. But building a high-performance team doesn’t happen just because we want it to. It requires a lot of work and intentionality with five foundational keys. 

Author Jim Collins once said, “If I were running a company today, I would have one priority above all others: to acquire as many of the best people as I could [because] the single biggest constraint on the success of my organization is the ability to get and to hang on to enough of the right people.” 

According to a study released by Leadership IQ, the reason for 89% of job failures is due to Attitude Issues, and 46% of them failed within the first 18 months. But here’s the kicker: 82% of managers in the study said that, in hindsight, the failed hires elicited subtle cues DURING the interview process that they would fail.

So, how do you pick up on those subtle cues that indicate whether a candidate is or isn’t a good fit? You have to create an effective hiring process. Here are three tips to start with:

Again, there are multiple stages to an effective hiring process, but these three keys will help you get started. 

Onboarding is how you set new team members up for success, and that’s the job of the leader. A good onboarding system should answer several questions including:

John Maxwell often says, “The only thing worse than training staff and having them leave, is not training them and having them stay.” So, as leaders, it’s our job to invest in our team’s growth regularly and systematically. By regularly, it should be weekly or at least monthly. And by systematically, it might include conferences, coaching, resources, one-on-one meetings, and staff meetings.

No matter how great your team is, you must be intentional about cultivating and protecting healthy teamwork. Teamwork requires a team, and teams are made up of team members. Therefore, for teams to exhibit healthy teamwork, team members must exhibit four ingredients:

When a staff member has a gap in any one of these four areas, it will disrupt teamwork. So, what happens when there’s a gap? Both the supervisor and the team member have three responsibilities. 

When a performance gap appears, the supervisor’s role is to create awareness of the gap, provide appropriate coaching, and then hold the team member accountable to get better. The team member’s responsibility is to own the gap, be teachable, and then make improvements.

Engagement and culture have to do with your work environment. So, what’s the difference between an engaged employee and a disengaged employee? An ENGAGED EMPLOYEE has a positive attitude and enthusiasm for their boss, their role, and the organization’s vision, values, and culture. They love what they do and feel an important part of the organization. A DISENGAGED EMPLOYEE has a negative attitude toward the organization, their role, and their boss. They feel unenergized by their work. They punch the clock, but their heart, mind, passion, and energy are elsewhere. 

Clarence Francis, former chairman of General Foods made a great observation about employee engagement. He said, “You can buy a man’s time; you can buy his physical presence at a given place; you can even buy a measured number of his skilled muscular motions per hour. But you cannot buy enthusiasm…you cannot buy loyalty…you cannot buy the devotion of hearts, minds, or souls. You must earn these.” 

Here’s what you have to understand about engagement. In their book, Everyone Deserves a Great Manager, authors Scott Miller, Todd Davis, and Victoria Ross Olsson make a great observation. They said, “Leaders don’t, in fact, create engagement. People choose their level of engagement. Leaders create the conditions for engagement—for better or worse.” 

It’s our job as leaders to model the behavior and create the systems that cultivate a healthy work environment. 

We must also create culture. Culture is the shared values, expectations, and practices that shape what an organization does and how an organization feels. So, what shapes culture? Lots of things do. For example, the leadership you emanate, the wins you celebrate, the behaviors you tolerate, and the language you articulate shape culture. Whether positive or negative, leaders shape culture. 

As you focus on these five areas, I believe you’ll take your team development efforts to an entirely new level.

The “Building a Highly Effective Team” coaching experience includes five-sessions that will help you create an effective hiring process, maximize your onboarding system, invest in your team’s growth, cultivate healthy teamwork, and improve engagement and culture. In fact, here are just a few of the things you’ll learn: 

PLUS, in each session, you’ll receive in depth training notes, have the opportunity for Q & A, and you’ll receive copies of my hiring process, interview questions, position profile, onboarding system, goal-setting template, performance reviews, one-on-one coaching MAPP, and more that you can CUSTOMIZE TO YOUR CONTEXT.

If you’re a pastor, executive pastor, manager, team leader, or non-profit leader, I want to invite you to sign-up for this coaching experience HERE. 

If you haven’t subscribed to the Leader Fluent Podcast, you can do so today on iTunes, Spotify, Stitcher, Android, Pandora or your favorite podcast platform. Plus, a RATING or REVIEW will help us spread the word to other leaders. Thanks for your help.