Developing Leaders: Part 4
Some people are trying to develop leaders, but they are really gathering followers.
When I look at an organization, I can often tell how big its future impact will be by looking at the people around the point-leader. In many organizations, the four or five people around the point-leader are followers and not leaders. Thus the future of the organization is limited.
The reason they are followers and not leaders is because the point-leader either:
1) Won’t delegate
2) Delegates the wrong thing
The first delegation problem is common. The point-leader is either insecure or a control freak and insists on doing everything.
The second delegation problem is equally dangerous, but often overlooked.
This leader delegates responsibilities, but not authority.
I could ask you to run an errand for me… I’ve given you responsibility. (You may stay with me out of loyalty, but you won’t grow.)
I could ask you to figure out the challenge in a certain ministry, pray about it, decide on the solution, and give you the ability to make whatever change you need to make… I’ve delegated authority. (You may make a mistake, but you will grow.)
Don’t just develop followers. Develop leaders. To do so, you have to give away more than responsibilities. Give away the authority to lead.
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These posts on developing leaders are awesome. This one was particularly good for me. I’m working hard to buid my team but now need to focus on identifying those who are not just followers. I’m learning (a little too slowly) how to delegate so I can do the things only I can do. Thanks!
Craig,
How much freedom do you give to people you delegate to? And when people do mess up are they afraid for their jobs or do they feel it is ok to fail as long as they move forward and don’t do it on a regular basis?
Right on! Very well said. Great thoughts!
I added a person to my company’s (small) staff a few weeks ago. It’s the first staff addition where the person now has responsibilities that I actually can do and enjoy doing. My other staff members either do things I don’t like to do or things I can’t do.
It’s fascinating to see how much harder it is for me to release authority to staff who have responsibilities I either enjoy doing or think I can do well!
Craig,
Great stuff. I am not a control freak but do sometimes have a tough time figuring out what do I give away and what do I keep to maintain the quality and cohesiveness of the ministry I serve? Do you have any simple guidelines that could help?
Kevin,
I’m helping Craig respond today…
Through Craig’s leadership he’s cultivated a culture to take risks and “fail a lot.” He continually challenges our team to “swing for the fence.”
With this mindset our team knows they have the freedom to try new things, so they’re not “in fear of losing their job.” Our goal is to learn from the mistakes in order to continue growing.
Hope this answers your question.
Sarah
Craig’s Assistant
Does anyone have any thoughts for Sam?
Thanks Sarah,
I figured as such. It makes me feel better because that is what I’m trying to instill. We are trying some real risky things in our community that has changed. I’m sure we will fail in some areas and have already. But I would rather try and fail than not to try at all.
BAM! I am good at giving responsibility. I need to give away Authority. Right it sweet spot Craig - slow and over the plate. Now Im going to swing for the fence!
I think this is the biggest challenge any leader faces…to not only delegate responsibility but “empower” that person to do what is delegated to him and allow them to use their gifts, talents, strengths and style to accomplish it.
The role of a leader in any capacity, is to “surround” themselves with gifted individuals and delegate/empower responsibilites to them that not only fit their giftedness and talents, but most importantly, their strengths. So the task then becomes understanding what your strengths are and also discovering what the strengths of each individual on your team is. There are a ton of resources that can help you do this, one of them is a newer book by the Gallup organization called: “Now Discover Your Strengths.”
Here’s a simple structure that I like to use:
Leader: Cast Vision, Surround yourself with people better than you and GIVE IT AWAY!
Craig - Great timing on this post. Your words hit home with some things that’ve been swimming around in my head and on my blog. I’ve realized I need to be less involved (hands on, doing) in some areas and more informed (leading the leaders) in these areas. As you put it, I need to delegate authority in some areas. This is something I need to do in order for us to break through a growth barrier we are experiencing.
As I get less involved, more people get more involved. When you get more of the right people involved, it is a win for them (they find fulfillment and own the vision) and a win for the church (growth occurs and the vision is accomplished). And I get the opportunity to focus on the most important thing…leading people.
Thanks!!
That’s the problem I have. Even when I delegate authority (let’s see if html works), I still hold on to the responsibility for the outcome of what I delegate, and so have trouble leaving that authority, untouched, in the hands of the person to whom I delegated it. And that’s the hard part for me, being willing to accept the failure of someone else for something for which I have responsibility.
Thanks for the great post Craig.
Practically speaking: How can an average but ambitious memeber of a church pass the message about “Developing Leaders Part 4″ to his pastor? Should he be straigt, tactfully explain everything in detail and then ask for more authority? How does one tell his/her pastor that they want more authority and fewer responsibilities?
Sam,
You asked what you should give away and what should you keep…
As an exercise, ask yourself what are the three things that only YOU can do. Make those three things your biggest priorities. Try to give away as many other things as you can.
John Maxwell always said, “If someone else can do something 80% as well as you can, let them do it.” With as many ministry opportunities as we have today, instead of 80%, I’m thinking if someone can do it 70% as well, give it to them!
Marcin,
You asked how an average member can ask the pastor for more authority and fewer responsibilities.
My guess would be that a member would “serve” his or her way to more authority. If someone asks me for more authority, I might be hesitant to give it without knowing the person. If that same person serves with integrity, I’d be more likely to trust and give freely.
Thanks for the challenge and the differentiation between the giving of tasks instead of the empowering of authority. I’m going to have some of those conversations this week…thanks!