Lou,
For some reason (perhaps the Holy Spirit) I keep recalling the conversation you and I had at Coffee in Ken Caryl several months ago. You asked me the question "What percentage of time do you think a leader should spend on his/her gifts on a weekly basis?" I gave you the John Maxwell answer of 80% on gifts and 20% on weaknesses, but then you gave me context.
You were referring to 2 young leaders on staff at your church that you wanted to help mentor as leaders and managers. I do not remember the specifics but I wanted to share 2 keys to maximizing leadership potential.
Skills a Leader MUST have.
Theses are skills a leader who oversees anything must be good at and strive to improve. It does not matter what an individual's gifts are or are not, these skills are necessary for anyone that is directly responsible for a group of people and there cumulative score will directly relate to there effectiveness in getting the job done.
A. See The Big Picture: Do they think outside of their direct responsibilities, and see how there part affects the whole organization? Leaders who are very good at seeing the big picture develop departments at add value to other departments and therefore improve the entire organization.
B. Self-Motivation: Do they not only create a clear vision for there team, but go the extra mile to initiate? Can you say the word and the job is done, or do they need babysitting until a task is complete. One great test of leaders is when someone gives them a task outside of their gifting and sees if they not only take the ball but make sure they score for the team. (Follow-through can be scored here too! Do they get the job done? With Excellence?)
C. Self-Leadership: This builds on self-motivation. Do they understand that Leaders develop daily and not in a day, and do THEY (not you) initiate study and proactively schedule time to invest in themselves? Do they read and talk about what they are learning to be better? Are they Teachable? Can they take advise without having to defend themselves?
D. People Skills: Do they genuinely care about other people and effectively show and/or communicate that to them? Most importantly their team and/or coworkers. Many people I have coached have put created the feeling in others that they were cold and did not care. When I bring it up to the leader I often times find that it is not true, they really do love and care about their team, BUT that doesn't cut it! If your too busy to care then you are too busy! We are in the people business! Walk slowly through the crowd, and care MORE about each individual on your team than you do about their work getting done.
E. Delegation: Can they effectively assign work, objectives, or most importantly people to someone based on that persons gifts and skills? Do they Follow-up with them on a regular basis, to see how they are doing and offer support and guidance? Delegation + Follow-up = Multiplication whereas Delegation - follow-up = Division! Creative, outgoing types have to work hard at follow-up otherwise they are DUMPING not delegating.
F. Time/Task/Money Management: Can they be a good manager over the resources that have been entrusted to them? Can they organize their day to get stuff done? Are they always stressed out because they forget appointments, deadlines, or that there is actually the same amount of traffic on the same route they travel to the same place every day? Manage your life or it will manage you! Effective leaders are proactive with their lives not reactive.
Print multiple copies of this and write the name of each of your team member on top of each copy. Then score each of them in these 6 areas using a 1-10 scale. 1 = no evidence of skill 5 = Average level of a skill 10 = Mastery of a skill. Total possible score is 60 pts. If an individual scores 30 or below they fall into the DEVELOPING LEADER Category talked about in Point #2. If they score 31-45 they fall into the EMERGING LEADER category talked about in point number #2. If they score 45-60 they fall into the DEVELOPED LEADER CATEGORY talked about in point number 2.
I encourage you to score your team members as a business consultant, not their mentor, coach, friend, etc. Also, DO NOT consider their age or background when scoring them, be objective! Also, since good leaders almost always lead by example, have your overseer score you, so that your team is more open to the results when you share with them. You should then follow-up with a one on one meeting and share your thoughts with them and ask them what they think. If they are not open to it refer them to letter C! If they are still not open to it, create a plan to move them out, otherwise they will hold you back.
3 LIFE-STAGES OF A LEADER
(Working Backwards)
3. The Developed Leader: This person thoroughly understands not only what needs to be done but how to best position resources to maximize not only their own potential, but also that of there team.
70% of their time should be spent on there greatest 3 strengths and/or gifts. They understand that to make the biggest impact they have to spend the majority of their time on what they are good at. They need to be encouraged to spend time developing and honing their gifts.
20% of their time should be managing their weaknesses. This time should including meeting with key team members and delegating tasks, objectives, or people to other team members based on that team members strengths, and yes that which is delegated should consist of much of said leader's weaknesses.
10% of their time should be focused on Self-leadership. Meeting with Mentors, reading books, and attending conferences that challenge them and create intentional growth in the leader. They should create and manage their own growth plan. They thoroughly understand that even though they may be called a DEVELOPED LEADER, a leader is never fully developed, and they daily prove this out.
2. The Emerging Leader: This person is in transition between developing and developed and therefore an intermediate step in how they spend their time should be in operation. They understand and are developing the skills a leader must need, but they are not at a level yet where they need very little supervision.
45% of there time should be spent on what they believe are their top 3 strengths and or gifts. They may find out during this stage that, what they thought was their gift, really is not. Leaders can "False-test" and often times find out later that what they thought they were good at, is really not the case. They need lots of objective feedback on their perceived strengths and weaknesses. MAybe they really are a good communicator but thought they were not because they are nervous due to lack of experience?
45% of there time should be spend on managing their weaknesses and honing the skills every leader MUST have. Get that score up, so later in life you will be an amazing leader.
10% of their time should be focused on self leadership. Meeting with Mentors, reading books, and attending conferences that challenge them and create intentional growth in the leader. They have developed their own growth plan but still need to be held accountable, and time to time need their coach to assign readings, teachings, or sessions that will sharpen those skills that every leader MUST have!
1. The Developing leader: They have the raw materials, but they need skilled leaders to help them craft their lives into something that will leave a lasting impact and maximize every ounce of their potential. You have probably already identified their perceived strengths or gifts otherwise you would not have hired them. If strengths are unsure, then start them with the list of skills and see what emerges over time. This not only lets you see what their gifts are, but it also develops character. We develop character by doing the things no one wants to do when no one is looking (or at least we think they are not looking, meanwhile you are!)
70% of their time should be spent on managing the responsibilities given to them by their overseer, and becoming more effective at getting them done by developing the SKILLS EVERY LEADER MUST HAVE.
20% of their time should be spent on discovering their possible areas of strength or gifts and trying them out when opportunities present themselves. Great coaches look for opportunities in practice or exhibition games to try out the new kid! Then Give them feedback, and give them another shot. They need a safe place to fail, over and over, so they can grow without the pressure that they will someday have.
10% of their time? You guessed it! Self-Leadership. Teach them from the beginning that this is VERY important. Developing leaders need to have a growth plan made for them and regularly scheduled meetings to make sure that they are following their plan and developing.
This was just what I came up with on a Sunday afternoon during some milk and cookies. Feel free to edit it how you see fit and as always call with questions. Also, please give me your feedback so I can be better.
Thanks for being a great Father-in-law, and a DEVELOPED LEADER that is making an impact that will echo for eternity.
love,
david
