Leading Hope with Kevin Jack

Main Idea: The fundamentals of following are good in and of themselves, but they are also the fundamentals of leadership because great leadership will learn how to create great followers.

Follower must know how to give support to their leaders.

Followers must know how and when to give feedback to the leader.

Followers must know how and when to give feedback to the leader.

– Followers must tell leaders how they feel, and how intensely they feel about the issues concerning them.

The follower must never put himself in competition with the leader.

Closing Questions:

1. Am I giving frequent feedback to my leader at an appropriate time?

2. Am I aware of how my leader feels about my level of contribution?

3. Am I doing anything that it is not in the best interest of the organization?

Main Idea: One of the most important contributions you can make to the mission of your organization, and one of the most overlooked aspects of healthy organizations, is knowing how to follow well.

While you will have opportunities to lead, you will always need to know how to follow.

One of the reasons we have dismissed “followership” is because we don’t understand that there are different types of followers.

Following well must be defined in terms of level of contribution, not blind disobedience.

Blind following is not good followership.

Closing Questions:

1. How good does a leader have to be for you to get on board?

2. How poor can a leader be and you’re still able to make a positive impact?

3. How quickly can you identify when you become a negative influence instead of making a positive impact?

The antidote to “capping out” is being a glutton for punishment.

You need to be a glutton for punishment (delight in it) in one area in particular: Feedback.

The feedback you need to go to the next level will come from your critics, not your fans; because while your fans will see your strengths, your critics see your blind spots.

Your desire to be good must exceed your desire to feel good.

Be secure enough in your identity and ability that feedback won’t wreck you.

You don’t have to drastically change who you are to shore up your blind spots.

Being aware of your criticism doesn’t mean you surround yourself with your critics.

If you listen to one speaker you’ll sound like that speaker, but if you listen to 1,000 speakers; you’ll sound like yourself.

In Leadership we don’t always have the access to thousands of leaders to help us model our leadership off of.

For most of us, we don’t learn about ourselves from those we lead under. We simply attempt to emulate their strengths and avoid their weaknesses which rarely results in effective leadership.

They can lead how they were called to lead better than you can lead how they were called to lead.

The Styles of Leadership:

– Democratic: Team-Building

– Authoritarian: Heavy Hand

– Coaching: Developer

– Transactional: Win-Win Scenario

– Transformational: People developer on steroids

– Laissez-Fare: Permission

1: How did you lead before you knew how to lead.

2. What Leadership Skills/Activities are you drawn to?

When you make one thing better you typically make something else worse.

Thomas Sowell, “There are no solutions, only tradeoffs.”

Helpful Steps

1. In every decision identify what you’re gaining and what you’re giving up.

2. Identify your priority and not just your pain point.

3. Choose to take the mission further and not just to make your life easier.

Most of the pain is in the in-between.

The pain is in the purgatory.

When my identity is in doing hard things, hard things become an opportunity and not an obstacle.

Telling myself that hard things are the norm has made doing what is most difficult actually enjoyable.

Leadership development is a process that consists of 4 key elements:

1. What do you need a leader to do?

2. Who do you need a leader to be?

3. How do you identify a Leader?

4. How do you help them grow into what they are called to become?

5 things we use to identify leaders

1. Relational Proximity

2. Calling out Gifting

3. Engage in Vision-Focused Conversations

4. Rally

5. Debrief

Leadership development is a process that consists of 4 key elements:

1. What do you need a leader to do?

2. Who do you need a leader to be?

3. How do you identify a Leader?

4. How do you help them grow into what they are called to become?

Leadership is not an identity, it is an action. When someone is consistently competent in that action we ascribe to them the identity.

When you know what you need a leader to do, it clarifies who they need to be.

While leadership is consistent influence leveraged towards a vision, development is an event.

Three Requirements for Development:

1. You have to know where you’re good & bad, and where those on your team are good & bad

2. You have to have a vision for the details.

3. You have to want them to be better more than you want to feel good.

The top reason to step out of leadership is you don’t see a way for the future to be better than the past.

– Leaders who don’t see a better future will create a worse future.

– Leaders don’t have to optimists, but they must be optimistic about the future.

– If you don’t see a way for the future to be better you’ll always attempt to bring us back to a present that doesn’t exist.

How to have a better view of the future.

– Assess your organizations strengths & opportunities

– Write our what is lost if you no longer exists.

– Discover who is thriving.