6 Ways to Build Community in your Leadership Team

God created us to live and work in community. The more community we experience, the stronger our teams. Highly productive teams often exude strong personal bonds and work in an atmosphere that fosters community. Good leaders understand the importance of community and actively seek to build it among their teams. Consider these 6 ways to build community in the teams you lead.

  1. Provide regular relationship building experiences for your teams to deepen their chemistry and their friendships.
    • Foster the sense that nobody is in an ‘out group.’ If some team members are perceived to be in an ‘out group’ it can set up a subtle prejudice that can affect team dynamics. Teach your team that because we naturally default to seeing others as being in an ‘out’ group, your team must be vigilant to avoid it. Monitor for cliques. Be vigilant especially when you bring new team members on board.
  2. Create physical gathering places in the workplace that encourage socialization. 
    • Something as simple as water cooler conversations can help build community.
  3. Regularly remind your team to see other team members’ perspectives.
    • Teach your team to learn to walk in other team member’s shoes. It’s called mentalizing. Mentalizing helps us see situations from the perspective of others. Studies show that the more we do this, the more we are likely to feel empathy toward and relate more positively to those whose perspective we are taking.
  4. Help team members share their goals.
    • When team members share goals, their connection to each other and their commitment to the team’s goals will intensify.
  5. Build an attitude of gratitude among your team.
    • Model gratitude so that your team can see it in you. Regularly explain how gratitude not only is Biblical but that it actually helps build team cohesiveness.
  6. Build trust.

What have you done to build community in your team?

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Introducing The 2018 Leadership Book Everyone Should Read

There is no shortage of leadership books available to read but Brian Dodd’s Timeless: 10 Enduring Practices Of Apex Leaders stands out. If you read Brian’s popular website Brian Dodd On Leadership, he frequently profiles Apex Leaders – those who are the best in their profession.  After years of research, Brian identified over 300 traits and practices of the world’s best leaders.  He then narrowed the list down to the 10 most common.

These traits make up the book’s content.  They are the following:

  1. Apex Leaders Build Great Teams
  2. Apex Leaders Are Humble
  3. Apex Leaders Continually Improve
  4. Apex Leaders Work Hard – Very Hard
  5. Apex Leaders Form Strong Relationships
  6. Apex Leaders Make Others Better
  7. Apex Leaders Show Consistency
  8. Apex Leaders Give Generously
  9. Apex Leaders Lead By Example
  10. Apex Leaders Deliver Results

After applying a biblical perspective coupled with modern-day examples to each practice, Timeless: 10 Enduring Practices Of Apex Leaders was born.

There are things great leaders have always done and will always do.  Brian takes these complex concepts and boils them down into practices any leader can do.

What also makes Timeless: 10 Enduring Practices Of Apex Leaders unique is the book is not made to be read and applied alone.  Each chapter contains a series of discussion questions.  As a leader, you can now sit down with other leaders and with your team.  Together, you can discuss what is needed to become the best leaders you can be and then collectively advance your organization’s mission and vision.

Any leader can get better.  Any leader can improve.  Timeless: 10 Enduring Practices Of Apex Leaders is your tool for going to the next level.

Click HERE and order your copies TODAY.  Timeless: 10 Enduring Practices Of Apex Leaders will help you become the leader you were meant to be.

10 Ways Leaders Build Trust

If a leader wants to lead well and successfully, he or she must build trust with those around him or her. Without trust, teams won’t thrive or even survive. I believe we leaders must prioritize building trust with and among those we lead and serve. Consider these 10 ways to build trust with your teams.

  1. Speak truth, but always in love.
    • Eph. 4.15 Instead, speaking the truth in love, we will in all things grow up into him who is the Head, that is, Christ.
    • Don’t spin and don’t flatter. Tell the truth, but don’t use a bat to do it. Jim Carrey starred in a movie several years ago called Liar Liar. He always spoke the truth but with no love, consideration or respect.
    • One of the most successful ways to deplete people’s trust accounts is to send angry emails. Don’t do that. See my blog here about misusing email.
  2. Golden rule trust.
    • The golden rule says, “Do to others whatever you would like them to do to you.” (Matt. 7.12)
    • In other words, give trust to others and they will give it to you. If you don’t trust others, don’t expect them to trust you. Trust gets reciprocated. You want trust, you have to extend it to others
    • Biblically rooted trust does not mean blind trust. Stephen M. R.  Covey calls it smart trust. There must be some credibility and history before you give full trust. I recommend his book Smart Trust.
    • Smart trust means that you have a propensity to trust and that you extend and inspire trust in others.
  3. Risk transparency.
    • People don’t trust what they don’t see. Trust requires humility in that you give part of yourself to others so that you actually give the power to them to potentially hurt or disappoint you. Banish hidden agendas. Don’t make things appear what they are not. Be willing to admit your failures and struggles.
  4. Go the extra mile to right wrongs.
    • Don’t cover up. Don’t make excuses. Own your own failures. You will build trust in others when you admit it when you were wrong.
  5. Give credit where credit is due. 
    • Practice Matthew 18 by dealing with conflict 1-1 first. Don’t let others con you into their conflict when they aren’t willing to apply Matthew 18.
  6. Be accountable.
    • God gives more opportunity and responsibility to those who have proved themselves trustworthy.
      • “‘Well done, my good servant!’ his master replied. ‘Because you have been trustworthy in a very small matter, take charge of ten cities.’ (Luke 19.17)
    • Hold yourself accountable and responsible. Don’t blame others when you should take responsibility.
  7. Do what say you will do.
    • Behave in ways that builds trust in others. Show up the same way every day. Don’t be mad at everybody one day and happy as the lark the next day. Be consistent.
    • … those who fear the LORD…keeps his oath even when it hurts… (Ps 15.4)
    • … show that they can be fully trusted, so that in every way they will make the teaching about God our Savior attractive. (Titus 2.10)
    • Now it is required that those who have been given a trust must prove faithful. (1 Cor. 4.2)
  8. Practice authentic empathy.
    • Empathy is the ability to step inside the shoes of another, feel his emotions, and see life from his perspective. When you seek to truly empathize, it creates safety.
    • One of the Old Testament words for trust (batach) has a meaning of “careless.” When you trust your spouse or someone else, you feel so safe that you are careless—or free of concern—with him or her. You don’t have to hide who you are or be self-protective (from Focus on the Family).
  9. Seek understanding before being understood. In other words learn to truly listen.
    • My dear brothers, take note of this: Everyone should be quick to listen, slow to speak and slow to become angry…. (James 1.19)
    • The more we know each other and truly listen, the more we can understand why others do what they do.
    • Listen to understand, not build your case, not to reply, not to find loopholes in the other person’s argument or viewpoint, not to correct them, but listen to first understand.
  10. What would you add as a tenth?

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Are you Looking at Leadership through Rose Colored Glasses?

Sometimes a book comes across my desk that catches my attention with a unique angle on leadership. My friend, Tom Harper, just wrote one. It’s called Through Colored Glasses–how great leaders reveal reality. It’s written as a leadership fable and quite insightful. I highly recommend it. I asked Tom if I could ask him some questions about the book and here are his answers.

What prompted you to write Through Colored Glasses?

Anyone who’s been a leader has observed how people misunderstand each other, withhold information, and manipulate others to get ahead. There’s a widespread lack of honesty in workplaces (including churches).

I wrote this book to give leaders a tool to fight this trend. The story’s main lessons center on how to wield the power of truth in the office – not just by being honest and transparent, but by utilizing concepts and techniques found in the Bible to pull truth out of people.

I believe if you understand and apply the biblical principles this story teaches, you’ll reveal reality all around you, every day. As a result, you’ll be a much more effective leader.

Explain the essence of the book reflected in the title.

You’ve probably heard the saying “he wears rose-colored glasses,” describing a person that’s always optimistic, even to the point of naiveté. It’s as if they ignore reality.

Through Colored Glasses describes how most of us see the world – through lenses that are anything but rosy. We’ve got a cloud of emotions, moods and thoughts coloring our views.

When we look at each other through those off-color lenses, what do we see? We tend to interpret each other’s words and actions according to our own biases, rather than trying to understand the other person from their point of view.

Why did you choose to use a fable as the core of the book?

For me, story has always been an effective teacher, whether it’s through leadership fables by Patrick Lencioni and Ken Blanchard, biographies, true-life dramas or even novels. Plus, I’m always intrigued when a conference speaker tells his or her personal story, sharing the hard lessons they’ve learned.

As I strategized this book project, I realized the most poignant and memorable way for me to teach what I’ve learned would be through a story that brings the concepts to life.

Many nonfiction books today could be half as lengthy, without losing any meat. With this in mind, I kept this book to 100 or so pages. You can read it on a plane trip. I tried to make it fast-moving all the way to the climax, where the main lessons come into focus.

You mention filters and facades we deal with. How does a leader discover unfiltered reality in the heart of another, and in himself or herself?

One way to improve our ability to understand what someone’s thinking is to get to know the person. As leaders, though, we can’t intimately know everyone under our care.

To remedy this, we can tap the Bible’s great wisdom for understanding the motivations behind people’s words and actions. It gives us cues to watch for. I’ll give you two examples.

First, Proverbs 15:13 says, “A happy heart makes the face cheerful, but heartache crushes the spirit.” Simply assessing someone’s countenance can alert us there’s something significant going on behind the scenes, urging us to move forward with sensitivity.

Another example is listening for verbal signals. Two of my favorite verses on this are also from Proverbs:

  • “The wise in heart accept commands, but a chattering fool comes to ruin” (Prov. 10:8).
  • “The prudent keep their knowledge to themselves, but a fool’s heart blurts out folly” (Prov. 12:23).

In other words, you can gauge a person’s overall wisdom by how much they respect authority and use word economy. If someone constantly announces what they think, their overall judgment is questionable. Giving them greater responsibility probably wouldn’t be a good idea.

We can apply these verses to ourselves, of course. Listen to yourself in your next few conversations. At any point are you defensive, impatient or unusually verbose? At that moment, assess what’s going on in your heart.

When I listen to myself speak, I often hear internal struggles coming through. It reminds me to entrust my worries to God – he wants us to lean on him at all times, even as words are coming out of our mouths.

What is the biggest takeaway in your book for leaders?

After more than two decades of reading leadership books and holding them up to the Bible, I’m convinced that biblical principles undergird just about all the leadership best practices you’ll come across.

So, my #1 takeaway would simply be to read the Bible for yourself, and do what it says!

___

I recommend you add this book to your reading list. You can purchase it here on Amazon.

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5 Essentials Necessary to Build Church and Team Unity

Unity is a powerful force in God’s Kingdom, in our lives, in our families, in a business, and in the local church when it includes five essentials, seen in the great leader Nehemiah.

Every leader wants his or her organization, team, or church to be unified. Without it teams lose, churches flounder, and businesses drift. However, when your group is unified it’s fun, refreshing, invigorating, motivating, and productive.

The great leader Nehemiah could not have completed his massive building project of rebuilding Jerusalem’s wall without unity. Nehemiah 3 lists scores of projects and people involved in the project and gives insight into these 5 essentials necessary to build unity. I use the acronym UNITY to make it easy to remember them.

Understanding: clarity about its true meaning.

Unity does not imply uniformity, meaning everybody is the same or likes the same thing. Unity doesn’t mean that we embrace selfish, divisive, abstinent, or irresponsible people for the sake of unity. It is not peace at any price. Rather, unity implies that we all embrace the same purpose and that purpose overrides our personal preferences. Nehemiah’s purpose was to obey God’s prompting to rebuild the wall.

Nattitude: how true unity shows itself .

I needed an ‘N’ to make the acronym work, so I stuck it before attitude :). In chapter 3 we see several key attitudes necessary for lasting unity. Those attitudes include these.

  • A whatever it takes attitude instead of “it’s not my job.” Many came from outside Jerusalem to work on the wall even though its completion would not directly benefit them.
  • An extra mile attitude. Several people listed in the building project worked on more than one area.
  • Finally, passion, optimism, and zeal. One builder, Baruch, worked with great zeal.

Ronald Reagan was probably one of the best presidents the U.S. ever had and he was an eternal optimist. He often told this, his favorite joke.

The joke concerns twin boys of five or six. Worried that the boys had developed extreme personalities – one was a total pessimist, the other a total optimist – their parents took them to a psychiatrist.

First the psychiatrist treated the pessimist. Trying to brighten his outlook, the psychiatrist took him to a room piled to the ceiling with brand-new toys. But instead of yelping with delight, the little boy burst into tears.

‘What’s the matter?’ the psychiatrist asked, baffled. ‘Don’t you want to play with any of the toys?’ ‘Yes,’ the little boy bawled, ‘but if I did I’d only break them.

Next the psychiatrist treated the optimist. Trying to dampen his out look, the psychiatrist took him to a room piled to the ceiling with horse manure. But instead of wrinkling his nose in disgust, the optimist emitted just the yelp of delight the psychiatrist had been hoping to hear from his brother, the pessimist.

Then he clambered to the top of the pile, dropped to his knees, and began gleefully digging out scoop after scoop with his bare hands.

‘What do you think you’re doing?’ the psychiatrist asked, just as baffled by the optimist as he had been by the pessimist.

‘With all this manure,’ the little boy replied, beaming, ‘there must be a pony in here somewhere!’ (source: http://www.mondaymorningmemo.com/page/got-to-be-a-pony-in-here-somewhere)

Unified teams need more people with “looking for ponies attitudes.”

Intentionality: alignment around a common mission

Their common mission was to rebuild the wall. By restoring the wall, it would point to God’s glory.

Team: together everyone accomplishes more

You’ll find a common phrase mentioned 14 times in this chapter, “next to him.” They worked as a team, shoulder to shoulder, with arms linked to complete this great project. The gaps in the walls were filled because each person and group filled in a gap.

This chapter lists 38 names and 42 building projects. Those who worked on the project included men and women, priests, city guards, temple servants, merchants, and people from the public sector.

Yieldedness: it’s not all about me

Many groups helped even though they would not directly benefit from it as greatly as others. Yet, they chose to leave their homes in the countryside and come to Jerusalem to help for the greater good. And, Nehemiah didn’t let “what’s in it for me” people play a significant role or dictate direction. A what’s in it for me person only cares about what he wants, his agenda, and his preferences.

Yieldedness is an attitude that conveys that I want what’s best for the group and the mission.

What other aspects of unity have helped you build it?

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