Leading Hope with Kevin Jack

3 Levels:

– Former Leader proactively makes comments about the current leadership

– Former Leader is willing to engage in conversation about the current leadership

– Former Leader is willing to listen to the frustrations of others

People are going to struggle with the transition, and some of them were more bought into you than the vision. Help them through the transition.

The people who you listen to the most will probably be on their way out.

The only reason you should proactively make comments is if it’s clear that organization would be better firing the current leader and finding a new one than living with the current leader.

Question: What could you be accused of? What impact did you violation create?

You will always build with personality.

There is a key distinction between building it with your personality and on your personality.

Don’t allow any significant connection to rely only upon your relationship.

You can lead the whole way through, but you can’t lead from the front the whole way through.

Exercise: If you were hit by a bus, what would fall apart? What can you do today to stop that from happening?

The List:

1. You like the attention of being the leader & if they fail, or struggle, the attention stays on you.

2. You feel their failure enhances your credibility.

3. Existing members complaining keeps you connected to the community.

4. It was never about the mission, it was always just about expanding your platform

You win when the team wants your participation and promotion.

You do what you say you’re going to do.

You don’t do anything that will hurt the credibility of the team.

You mind your “wake”.

– Ask your teammate, is there anything I’m doing that is making your job difficult?

– Ask your teammate, how could I make your job easier?

You win when the team has met their goals because you have met the expectations set for you.

You make all of this easier by being someone who is easy to lead

If your boss doesn’t win, you don’t win.

Take Responsibility for Communication.

Be intentional, not needy, on time.

Work with a greater focus on the overall outcome than just your own.

You win when you have clarified priorities, communicate outcomes, and ensured a possible path for success.

You make all of this easier by being someone who is easy to follow

It is your role to direct the work:

It is your role to direct the work:

It is your role to ensure a possible path for success

What is Interesting:

– You must be Clear & Bold about the work we’re doing while you are adaptive & flexible about how you’re going to get there.

– Tell your team where to go, let your team tell you how you can help them get there.

We build our rhythms for effectiveness, but there’s only so much efficiency you can dial in for any given week.

For some things more time creates diminishing returns, and for some activities more time creates exponential impact.

If You want to “Leap” you need to:

Build into your rhythm “leap time”

Be willing to abandon your rhythm for “leap time”

Too much information can be distracting to those who are working with you.

Too much information can be used against your vision by your enemies.

Too much information can be used against you.

Why I plan with an open hand.

If people don’t know where you’re going when they’re working with you they are minions, not follower, and definitely not leaders.

I cannot develop leaders if I don’t teach them how I’m thinking.

I cannot tap into their talent if I don’t give them my portion of the map.

Application Questions:

Are you more open or closed hand with information? (Think- do you like to tell stories of what’s going on, or does it annoy you?)

What level of transparency is needed to develop leaders?

What’s your risk in doing so?

“The goal is the avoidance of all unnecessary complications”

What if you viewed your culture like a chef. The culture was the product of all the ingredients: everything you do creates the culture. What if you began to view the culture you wanted to create like a chef?

In leadership we confuse the ingredients for the dish and become more focused on what we’re doing than what it does.

Application Questions

What dish are you making?

What ingredients will you use?

What ingredients do you need to remove?

Point One:

– Vision changes the frequency of conflict in the organization and increases peer-to-peer accountability.

– Harmony-Focused Communities do not have conflict beyond their level of confidence in the relationship.

– Vision-Focused Community will have conflict on anything that jeopardizes the success of the vision.

Point Two:

– Vision changes the pace.

Point Three:

– Vision creates dissatisfaction with the present.