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3 Tips for Leading Great Team Meetings

Meaningless Meetings or Intentional Conversations? – 3 Tips for Leading Great Team Meetings

By: Jenni Catron

I was recently talking with a new client in preparation for our first consulting visit. This was a routine call that I typically do with the leader to ask some basic questions about how they interact with their team. It’s a quick way for me to get insight to how the leader leads and how their team operates. Usually it’s a quick peak into their culture which helps me prepare for working with them.

FAST GROWTH EXASPERATES COMPLEXITY

As with most of the clients we serve, this was a young organization that had grown rapidly and found themselves frustrated with the difficulty and complexity they were facing. Not uncommon at all.

But after asking just a few questions, I discovered a significant trouble spot that was incredibly easy to fix.

This leader and his team had no structure or rhythm for meeting together.

“How do you get anything done?” I asked.

“Well, it’s getting more and more difficult.” Mike replied. “When there were just a handful of us on staff we just kind of figured out how to get the information we needed. We were constantly together so it was never a problem. Now, there are dozens of us at different office locations with varying work schedules, and it seems like it’s harder than ever to get even the simplest things done. Let alone actually hold anyone accountable for their work.”

WE FEAR MEETINGS BECAUSE WE FEAR BUREAUCRACY

What Mike expressed to me is something I’ve heard from too many leaders. It’s a common reality especially for organizations that start small and grow rapidly. Creating meeting structures feels bureaucratic. We fear we’ll lose the relational culture and spontaneous spirit that helped us get to where we’ve gotten so far. We resist it rather than recognize that without it we could actually begin to lose the very thing we’re clinging to.

Most of us resist creating weekly staff meetings and regular one-on-one meetings with our team because we’re afraid of boring meetings that everyone hates. I get it.

But I believe that we have to reframe our perspective on this, because as a leader you need regular time with your team in order to lead from your extraordinary best.

Personally, I believe you need to establish this rhythm as soon as you have someone else you’re working with to accomplish a shared goal. Whether there are two of you or 2,000, regular gatherings for connecting and communicating are essential for your effectiveness as a team. I like to think of meetings as “intentional conversations around a shared goal.”

3 TIPS FOR CREATING GREAT TEAM MEETINGS

1) Determine the Purpose

Why are you meeting? The reason so many of us are resistant to creating regular meetings is because we fear the boredom of monotonous information that doesn’t help us actually get our work done. As a leader, you’ve got to own this and be committed to creating meetings that unite the team and equip each person to do their job better. If a meeting doesn’t move the mission forward, cut it. If the mission isn’t moving forward, start gathering the troops for a regular meeting.

2) Be Prepared

Another reason we have meeting-phobia is that people (including the leader) often show up unprepared. This is why most meetings feel like a waste of time. Set an agenda ahead of time. If you’re leading the meeting, send the agenda as well as any prep work the team needs to do in adequate time for them to be prepared as well. If you’re naturally a fly-by-the-seat-of-your-pants leader, you will falsely assume that everyone else can do this too. They can’t. Your team will be more prepared and contribute more confidently if they have had time to think about the topic or prepare necessary information for the meeting.

3) Establish a Regular Schedule

Your team needs predictable rhythms of work. Most of us face enough surprises and curve balls in our regular work. Sporadic meeting schedules don’t need to add to the chaos. Determine how frequently you need to meet to effectively accomplish your shared goals and then commit to that schedule.

None of us want to be victims of “death by meetings” but we also don’t want to experience organization death because of not meeting. Gather your team and get stuff done!

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Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!

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Marching Into the Unknown

Marching Into the Unknown

By: Beth Graybill

 

I’ve always had a fascination for maps.  I love to see the big picture, to know where I’m going, to see where one road intersects another, to explore the many possibilities of getting from one place to the next, and the joy of the adventure along the way.  I love the challenge of figuring out the most direct route regardless of where the GPS is telling me to go.

That is, until a recent move.

A few months ago, our family moved to a new area – one that I know little about and have traveled to very few times.  It’s an area where four different roads have the same name and all go in opposite directions.  It takes me a few miles to get my bearings straight.  Sometimes I use the GPS to help with navigation, and other times I convince myself that I will find my own way this time.  Most often, I wind up lost… again.

This drives me crazy — not knowing my way around, not knowing what lies ahead, not being able to anticipate the next turn or the final destination.  It feels a little out of control, a little uncertain, and maybe for the passengers in my car, a little unsafe. As hard as I try to remain calm and confident, they know… “She doesn’t know where she’s going.”

The truth is that we’ve all been here before – uncertain as we lead.

This reminds me of Alexander the Great (stay with me!).

Alexander was known as one of the most reputable leaders of the ancient world during the Greek and Roman Empires.  At 20 years of age, he inherited a successful kingdom and an experienced army.  By the time he was 30, he was the commander of the largest known empire in the ancient world, stretching from the Mediterranean Sea to the Himalayan Mountains.

When Alexander’s empire reached the Himalayas, he sent scouts into the mountains to report what was ahead.  His men nervously reported back:

Sir, we’ve marched off the map.

They had marched to the edge of charted territory — there were no maps for what lay ahead.

Isn’t this true for most of us in our personal and professional lives?  We get promoted to a position with more responsibility and leadership expectations and we’ve marched off the map.  Our organization is growing faster than ever, and as we respond to the growth, we realize we’ve marched off the map. We transition a family business from one generation to another and we realize that we’ve just marched off the map.  We become a parent, a grandparent, a spouse, a mentor, a leader in the community and we’ve marched off the map.

Have you marched off the mapAre you leading through uncertainty?

You’ve truly entered leadership terrain. My encouragement to you: Keep moving forward.

 

(Previously posted on https://bethanygraybill.wordpress.com/ and North Points Blog, a publication of North Group Consultants)

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Beth Graybill is a Spiritual Maturity Minister at Saddleback Church in Southern CA. She has a background in Organizational and Leadership Development and has worked with Propel Women, Zondervan, North Group Consultants and several churches over the past few years. She is married to Matt Graybill, also a Pastor at Saddleback Church, and has two middle school boys, Kallan and Aaron. She loves coffee, curious questions, good books and traveling to new places.

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3 Things You Can Always Do As A Leader

3 Things You Can Always Do As A Leader

By: Taylor Snodgrass

 

Hello. My name is Taylor, and I make excuses.

As much as I hate to admit that, it’s true. I make excuses for why I can’t do something. I don’t have enough time. I don’t have enough information. I don’t know how to do that. It all ends with the same thing, though. I can’t.

But is that really true? Is there truly nothing I can do? To be a strong and trustworthy leader, I can’t pass the buck. If I’m to be a leader worth following, then I need to come to the table with more than, “I can’t.” So in those moments, we come to a crossroads. We can simply say, “I don’t know. Go ask someone else.” Or we can step into our role as strong, confident leaders and exhibit an “I can” attitude. Here are three ways we can always take an “I can” stance and grow our leadership influence.

 

  1. I can…ask questions to understand.

Often times, someone will ask me a question about a project that I’m not directly involved in. The easy answer is, “I’m not involved in that, so I can’t help you.” But chances are I know a little bit about it. Chances are I can be somewhat helpful. I can ask questions. I can try to understand the question and situation. Once I understand what’s going on, chances are I can help answer that question. Even if I don’t know the exact answer, I can at least point someone in the right direction of where they can get the information they need.

 

  1. I can…learn how.

One of my go-to excuses is, “I don’t know how.” It’s easy. It’s not something anyone can challenge. If I don’t know how to do something, I’m off the hook. Except I shouldn’t be. As leaders, we should always be getting better. We should always be learning, and that doesn’t only mean reading the newest Patrick Lencioni book. That means adding to your toolbox. There’s a tremendous amount of respect and trust built when you, as the leader, are willing to roll up your sleeves and learn a new skill to help the team. Learning new skills is something we can agree we want our teams to do, so let’s lead the way and do so ourselves.

 

  1. I can…stick with it.

Sometimes, I just don’t want to deal with it. Something comes up that I don’t know a ton about, and as I start asking questions and trying to learn, I get over it. I don’t want to deal with it anymore. It starts to seem like more effort than it’s worth. But if a team member is coming to you with a problem, that’s when they need us as leaders the most. We want to lead teams that trust us and will give their all for our vision. To build that trust, we need to show up for our team. We need to stick it out and fight for our team. The classic saying of “When the going gets tough, the tough get going,” applies. We need to be the tough that stick with it and see it through.

Next time someone comes to you, and your first reaction is, “I can’t,” try stepping back, taking a breath, and responding instead with, “I can…”

 

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Taylor Snodgrass is the Associate Programming Director at Cross Point Church in Nashville, TN, where he lives with his wife, Heather. He is passionate about leading others to excellence in the church and in their every day lives.

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7 Tips for Leaders to Improve your Self-Awareness

7 Tips for Leaders to Improve your Self-Awareness

By: Paul Sohn

 

By now, Emotional Intelligence (EQ) needs little introduction – it’s the sine qua non to your success. Here’s some stats that demonstrate the power of EQ in today’s marketplace.

  • “People with the highest levels of IQ outperform those with average IQs just 20%of the time, while people with average IQs outperform those with high IQs 70% of the time.”
  • “EQ is so critical to success that it accounts for 58% of performance in all type of jobs.”
  • “The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary.” [1]

Self-awareness is not simply knowing that you’re a night owl or an early bird. It’s much deeper than that. It’s going on this journey of peeling back the layers of an onion. It’s a life-long journey.

Travis Bradberry and Jean Greaves defines self-awareness in their best-selling book Emotional Intelligence 2.0 as the following:

Self-awareness is your ability to accurately perceive your own emotions in the moment and understand your tendencies across your situations. 

The best part of the Emotional Intelligence 2.0 is the unique code to an online assessment where you’ll be able to get a free report and analysis of your EQ scores. It’s highly revealing. The authors lists creative ways in which you can increase your self-awareness.

 

  1. Quit Treating Your Feelings As Good Or Bad

People have a tendency to create dichotomies. Either good or bad. Some would automatically classify frustration as bad. For emotions like excitement, you might find those as good emotions. But, attaching such labels make it difficult for us to really understand what it is that you are feeling.

 

  1. Observe The Ripple Effect From Your Emotions

Like dropping a stone into water, your emotions are like stones that creates a ripple effect. Your emotions will impact other good either in a good or negative way. The more you understand the impact of this ripple effect, the more you’ll be able to realize what type of influence you want to exert through your emotions.

 

  1. Feel Your Emotions Physically

Practice experiencing your emotions through your body. The physical sensations can be quite unique such as stomach muscles tightening, your breathing quickening, heart rate increasing, or your mouth going dry. Since your body and mind are intimately connected, one of the best ways to gauge your emotions is to spot the physical changes that come with your emotions. Practice closing your eyes the next time you have a few moments alone. Feel how slow or fast your heart is beating. Notice the pace of your breathing and how tense or relaxed your muscles are in the various parts of your body. Now, think of defining moments in your life – both the positive and negative – that generate strong emotions. Take note of the physical changes that accompany the memory.

 

  1. Know Who And What Pushes Your Buttons

All of us have buttons. We might call this pet peeves and triggers. When you push it long enough, you get irritated and explode. If you become aware who pushes your buttons and how they do it, it will help you develop the ability to take control of these situations and calm yourself down. Pinpoint the specific people and situations that trigger you (e.g., drama queens, feeling scared or caught off guard). When you get to the source of it, this will really help you find ways to manage it properly.

 

  1. Keep A Journal About Your Emotions

The greatest challenge with improving your self-awareness is maintaining objectivity. Use a journal to record what events triggered strong emotions in you and how you responded to them. If you practice this for a month, you’ll begin to notice specific patterns in your emotions and you’ll develop a better understanding of your tendencies. You’ll understand which emotions get you down, which pick you up, and which are the most difficult for you. Describe the specific emotions you feel each day, and don’t forget to record the physical sensations that accompany the emotions.

 

  1. Spot Your Emotions In Books, Movies, And Music

If you’re struggling to spot your own emotional patterns and tendencies, you can discover it by looking outside yourself in movies, music and books you identify with. For instance, when the lyrics or mood of a song resonate with you, capture it. They say a lot about how you feel and when a character from a movie or book sticks in your head, it’s because you relate to his thoughts and feelings. Try to journal these things and you’ll find yourself connecting to certain emotional tendencies.

 

  1. Seek Feedback

Everything we see and interpret is based on our filter. The problem is that our lens through which we see the world is tainted with our experiences, culture, beliefs and moods. Self-awareness is the process of getting to know yourself from the inside out and outside in. Open yourself up to feedback from others. If you’re afraid of feedback, try feedforward. Ask your friends, colleagues, coworkers, mentors and family to give you specific examples and situations. Look for patterns and similarities in the information. These outside views can be a real eye-opener by showing how other people experience you.

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Paul Sohn is an award-winning speaker, blogger, and leadership coach. He has spent his career building leaders worth following and creating good-to-great organizations. He has worked for both a Fortune 50 company and a Top 100 Great Place to Work Company. Now, he works for a global leadership consultancy GiANT Worldwide as a leadership transformation consultant.

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Invisible Fences

Invisible Fences

By: Kimberly Roddy

 

Fences are meant to define boundaries, show property lines, and keep people out. Invisible fences are typically meant to keep pets in. Usually one isn’t aware of the invisible fence until it is crossed. The first time little Fido breaks the barrier of the newly installed invisible fence by his owner, it shocks him. It startles him. He realizes that he was not allowed to go somewhere. Conflict or tension may arise when we cross an invisible fence.  

Fences in the leadership and business world exist as well. Visible fences can look like written policies or job descriptions. But, invisible fences are obviously harder to recognize. These look like unwritten or unspoken procedures, policies, expectations, and values.

I have had interns for most of my ministry career. Several years ago, one of my interns, Sam, crossed one of these invisible fences. He decided to hand out t-shirts at the end of the retreat. He thought he would be helpful by taking the initiative to complete the task and not bother me. When I walked up, all the t-shirts had been handed out, but he did not have a copy of the spreadsheet that listed which student ordered which size. Before I knew it, I was scolding Sam in front of many of the students and leaders.

“How did you hand out the t-shirts without the spreadsheet?”

“I just held up sizes and people took what they wanted.”

“Well, is there a medium left for me and how did you even know what size I needed or ordered?”

“Yes, there is a medium right here for you.”

I turn to another student, “Kate, what size do you have in your hand?” She replied, “Small.” I looked at the spreadsheet and said, “Well, that works well because that’s what size you ordered.”

I turned to the intern and muttered something like, “Well, I guess you got lucky this time with our order and what people wanted.”

At that point, I felt like an idiot and did not want to admit I failed in my response. So, in an attempt to “save face,” I made some general announcement about gathering up all their belongings and loading the vans to distract from the delusional Kimberly that was just leading. As Sam walked away, I called to him to apologize and to seek forgiveness. He was not ready to talk, so he kept walking. His fiancé told me to give him a little time. I looked at her and said, “You know, I guess I have some pretty big procedural issues!”

My procedural issues can be an invisible fence for me as a leader. Maintaining control is my value. I think policies and procedures should be carried out in a certain manner. Conflict arises when my way of following the procedure is different from those under my leadership. As a leader, I can do one of two things. I can expect those under my direction to do things just as I tell them to do (or sometimes don’t tell them to do but expect them to know). Or I can expect them to lead with their gifts and their perspective, training them and trusting them to do so. Connecting with your team members relationally and trusting them is crucial to handling conflict appropriately.

Seeing Sam walk away, dejected and probably angry, made me realize my reaction to him was less than best. Mulling it over for a few days showed me several flaws in my leadership style. I needed to invest more time and energy in Sam, make my expectations clear, and trust him more. He did the job well, even though it may not have been done my way. My response was inappropriate, violating a well known leadership principle: always praise in public and correct in private. When I could tell that he was ready a few hours later, I pulled him aside and gently said, “I am so very sorry! Please forgive me for shaming you in front of everyone. I was wrong and I won’t let it happen again.” He graciously forgave me and we are still friends today.

So, three simple steps to resolving the conflict over a crossed invisible line:

  1. Admit your failures. This is one of the most difficult things to do. However, admitting our failures reveals our humanity. It allows others to see us as more than an unreachable leader.
  2. Seek forgiveness. When we’ve seen and admitted our failures, we must humbly approach the one or ones we offended and ask them to forgive us. Saying “I’m sorry” admits how we feel about the wrong, but saying “Will you forgive me for _________?” actually acknowledges to the offended person we are aware of the wrong and desire reconciliation.  
  3. Define the line for next time (possibly even readjusting the placement of the line). The only way to move forward is to communicate about the invisible line so that others know the boundaries next time.

My intern could have done a few things differently as well. He could have recognized that lines exist and he could have communicated better. He could have come to me and said, “Hey, I think now is a good time to hand out the t-shirts. Is it okay for me to take the lead on this?”

Two simple steps to avoid crossing invisible lines:

  1. Recognize invisible lines exist. No matter what situation you walk into, you must recognize that someone else has a different perspective from yours. So, take a few minutes to look at life from their perspective. Take a few minutes to ask what their values are and how they would like you to operate under their leadership.
  2. Communicate those lines to all involved. As the leader, it is up to you to set the tone, clarify the job description, and go over policies and procedures for your teammates. Make sure that you have done the hard work of articulating what you expect to be done, how you would like it done, and the timeframe in which you would like it to be accomplished.

My conflict with my intern wasn’t really about t-shirts at all! Our conflict was about crossing an invisible line. As leaders, it is critical to be self-aware. Have you taken the time to know what your issues are that become invisible fences? Some invisible fences need to be clarified and communicated. Others need to be let go and processed internally for the leader. Good leaders work to discern the difference.

Have you experienced conflict as a result of crossing an invisible line?

What ideas do you have about communicating invisible lines? Sometimes you don’t know they are there until they are crossed. What then?

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As a twenty year student ministry veteran, Kimberly Roddy, has a passion for the next generation and a love for the local church. Using her background in Congregational Studies and her years of experience, she desires to see the Church and non-profit organizations be all they were designed to be, specifically helping leadership navigate conflict and change.

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The Trophy Generation

The Trophy Generation

By: Heather Snodgrass

 

I started running cross-country in 6th grade and I can’t tell you how much I hated it. The only reason I didn’t quit after the first week is because, in my family, you finished what you started. Every single race until halfway through 7th grade, I stopped and walked at least once during the excruciatingly long 1.9 miles. Yet, every single time I crossed the finish line, even if I was dead last, I got a ribbon.

That ribbon was given with the best intentions, and I’m pretty sure I still have every one that I “won”, but it taught me that I didn’t have to be the best to be the best. I didn’t have to win to be a winner. I could succeed without succeeding.

Oh, what a dangerous lesson.

If I have learned anything in my short year and a half since graduating college and entering what they call “the real world”, it’s that I don’t deserve anything. Just because I was the director of Special Olympics and got all A’s (okay fine, all B’s) and was a student athlete in college (I ran cross country. Funny, right?), doesn’t mean I’m entitled to a Director or Manager or Executive position. It doesn’t mean people are supposed to treat me like I’m royalty or anything.

If I want to be the best, I’m probably going to have to start at the bottom and work harder than anyone else until I’m at the very top. And if I start slacking once I get to the top, I’m not going to be at the top for long.

The same goes for us as leaders. If I want to someday lead hundreds and maybe even thousands, I have to work hard at honing my leadership skills right now. I can’t just do nothing and hope that someday the world will wake up to see how great of a leader I am. At 23 years old, I’m probably not going to be trusted to stand on a stage and lead thousands of people, but maybe I’m trusted with one single assignment that someone else wasn’t able to do. Or maybe I’m given with an intern that I get to guide through the next couple of months. Or maybe I’m chosen to lead a short-term team as we market such and such to success.

At the end of the day, if I work from the trophy-generation mindset and expect to be given things I feel I deserve, I’m not going to work as hard as I should, and I’m going to end up disappointed with the work I’ve done and ultimately with the life I’ve lived. Here are a few tips I’ve picked up along the way that may help you as you try to navigate the real world under the label of ‘trophy generation’:

Don’t take it personally…it’s just business. This is hard, oh so hard. Especially as a creative person, when you reject my work, I feel like you’re rejecting me. My mom always told me I was talented, so why are you telling me I’m not? This is something I’ve really struggled to learn. Speaking up is already tough for me, so when I speak up about an idea I have and get rejected, it makes me want to curl up in a little ball and stay there forever. If I do that every time someone doesn’t like my idea, though, I’ll never get anywhere in life. I guarantee, though, when people dismiss an idea of mine, it’s not because they don’t think I’m ‘good enough’ as a person, it’s because they think the idea needs some work or isn’t quite right for the project as a whole.

Always go the extra mile. Like I said earlier, leading doesn’t necessarily mean holding a leadership position. If you want to be seen as a leader, though, you have to act as one, and part of that means striving for excellence and going above and beyond in everything you do. As millennials, we’re expected to fall into the apathetic and lazy categories, but that doesn’t have to be who we are! If you want to actively defy the ‘trophy generation’ label, always go the extra mile.


Never stop learning. Just because school’s out doesn’t mean the learning can or should stop. As leaders, it’s crucial that we never stop learning…about anything and everything. I just finished a book about how Nike came to be; my husband is reading about Chick-fil-A’s strategy and just ordered another book about how the Navy Seals lead. Learn about how other organizations do things, how some of your favorite leaders lead, best practices in your field, etc. If you really want to humble yourself, start learning about how some of the world’s greatest leaders got to where they are today…I guarantee none of them got there because they were handed the position.

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Heather Snodgrass works at Cross Point Church as the Bellevue Dream Center Coordinator, where she oversees the DCS Safe Room and the adult special needs ministry. She lives in Nashville, TN with her husband, Taylor.

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Sermon Series Planning Process

Sermon Series Planning Process

By: Emily Hendrickson

 

The church ought to be the most creative place on the planet. It’s one of our mantras at National Community Church in Washington, DC. But it’s more than a mantra. It’s an operating system for us. We want people who come to NCC to get swept away by the greatest Story ever told. We’ve found that leveraging sermon series helps us communicate the gospel and teach practical truths in a creative way week in and week out. The series are typically between 3-8 weeks depending on the flow of our calendar. 

Here are some practices that I’ve found helpful as we plan out our sermon series from idea to execution at NCC:

Evaluate your diet

Evaluating your diet of past sermon series will give you some ideas of what topics your upcoming series need to cover. It’s really easy to go a whole year or even several years missing a key topic because you aren’t keeping tabs on where you’ve been so this is always where we start. I’ve also found that during this part of the process I find myself remembering all that God has done in our and through our church.

While this list certainly isn’t exhaustive, I tend to think of our diet as wanting to get a good mix of these:

  • Old Testament/New Testament Mix (Revealed, If, Altars)
  • Life and teachings of Jesus (The Moral of the Story)
  • Spiritual Disciplines (How, Reset)
  • Character of God (God Anthology, Holy Ghost, Blessing No 10)
  • Practical Living Tools (He Said She Said, Work the Plan, Reset)
  • Mission (On Mission Everyday)
  • Community (One Another)
  • Practical Theology (Did God Really Say) 

Establish a rhythm

When you establish a rhythm you maximize workflow. When it comes to series planning, every detail cascades to more details. You need an idea to get a title. You need a title to get a graphic. You need a graphic for promotion. Every deliverable relies on another deliverable. What gets even trickier is that often deliverables are coming from different teams–teaching team, creative team, communications team, admin team. It’s important to establish a realistic rhythm and set milestones for your team.

 

Here’s an example of an ideal rhythm for sermon planning:

  • Evaluate Diet / Big Ideas and Themes (July) – where have we been? Where are we going?
  • Series Calendar Planning (October) – big ideas and titles nailed down
  • Series Brief (10+ weeks out) – series title and teaching topics communicated to the team
  • Creative Brainstorm (8 weeks out) – branding, illustrations, trailers, stage design
  • Mood Boards (7 weeks out) – options for branding
  • Graphic Package (4 weeks out) – delivered for promo
  • Communication Brief (4 weeks out) – communication/promotion strategy, announcement schedule, key Scriptures
  • Trailer Preview (2 weeks out)
  • Trailer Completed (10 days out)
  • Weekend Service Planning Meeting (Tuesday before) – service order, input on teaching content, response song, announcements

 

Get the whole team on board

Some of the most effective series we have done have been church-wide efforts–what we call alignment series. Take advantage of teaching topics that can work for adults, children and students. This gives families an opportunity to talk about what they are learning at church together and it aligns your staff in a way that few other things do. Write songs for adults and kids. Distribute curriculum. Create videos. Launch small groups.

These are valuable not just for what they bring to our congregation but for the vision that fuels our team. When we are all working together for the same goal it brings us together, maximizes our collective strengths, and diminishes the silo effect.

Share the platform

C.S. Lewis said, “Every life is comprised of a few themes.”

Every preacher has a handful of life messages that they would preach over and over again if they could, and those themes seep into their messages even when we are intentional with diet.

A teaching team does the following:

  • Decreases the burden.
  • Gives new perspectives, personalities (different people at NCC connect with them to varying levels).
  • Opportunity for discipleship–train up others.

 

Make going with the flow part of the agenda

Planning is helpful. If you don’t know what you want, you’ll seldom get it. But, no matter how well you plan, you will fare better if you expect the unexpected. The plan is there to serve you, not control you. It’s always easier to deviate from an existing plan, than it is to make last minute changes without a plan. Work hard to have “in advance ideas” but leave space for “last minute ideas”. I love my nice, neat, clean Excel sheet that tells me what we have coming up in 6 weeks. But what I love more is seeing the Gospel communicated in creative, effective, and compelling ways, which sometimes requires a change in plans. Have a plan, but don’t be afraid to deviate from it. Make going with the flow part of your agenda.

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Emily Hendrickson is the Weekend Experience Director at National Community Church in our nation’s capital. You can usually find her tuned into ESPN or out playing a competitive corn hole game. Emily graduated from the University of Tennessee where she worked alongside the legendary Coach Pat Summitt with the Lady Vol Basketball team.

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The Secret Weapon of Extraordinary Teams

The Secret Weapon of Extraordinary Teams

By: Jenni Catron

 

You’re a great leader.

You wouldn’t be in your role if you hadn’t developed your leadership skills along the way.

You probably also have a pretty amazing team.

And I bet you have some really great ideas for how to develop your team and grow their leadership.

But, if you’re like most leaders, you’ve hit a wall.

You just don’t have the time you would like to focus on leadership development.  You see so much potential but feel like you’re always scrambling to purposefully develop your team.

You try to cover leadership in weekly staff meetings but more pressing issues always edge it out.

You frequently discuss adding some training… you’d even love to teach it… but it never actually makes it on your already over-committed calendar.

I  G E T  I T !!

The most frustrating thing for me when I worked full-time on a ministry staff was that we never had enough time for the leadership training that I felt we needed.

The second most frustrating thing for me was that when I would bring in someone to teach leadership to our staff, they were saying things that I knew and could have said myself!  Seriously, I paid this person all this money to say the the thing that I could have said?!

Honestly, that frustration kept me from giving my staff the training that they needed.

After a few times around that block I finally realized that bringing in an outside voice for leadership development from time to time was one of the best gifts that I could give me and my team. In fact, I learned to see outside leadership help as my secret weapon!

Outside voices are valuable because:

  • They have the time to devote to preparation.  No matter how much I wanted to, the nature of my other responsibilities always left me scrambling to prepare.
  • They can say what you would have said but your staff actually hear them! Face it, your staff become numb to your voice (and you grow deaf to theirs too, btw).  You can strategically use an outsider to say the things that you want your team to hear.
  • They bring fresh insight and perspective.  After one day with your team, an outsider can give you valuable perspective on the strengths and weaknesses of your staff culture.  This is GOLD for you as the leader!

When I wrote The 4 Dimensions of Extraordinary Leadership I wrote it in response to the angst that I felt as a leader who was passionate about developing other leaders on my team.  While there are a million leadership lessons that we need to be teaching our staff all the time, I wanted to write something that would provide the foundation for leadership development.  I wanted a resource that would create common language for our team as well as highlight the areas that I believe are critical for every leader to develop.

Embedded in The Great Commandment, we find four dimensions that provide a framework for growth and development for every leader:

  1. Heart – relational leadership
  2. Soul – spiritual leadership
  3. Mind – strategic leadership
  4. Strength – visionary leadership

I truly believe that as each of us learn to lead with a greater awareness of these four dimensions we are equipped to become extraordinary leaders… and collectively, an extraordinary team!

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Jenni Catron is the Founder and CEO of The 4Sight Group.  Her passion is to equip and inspire leaders to lead from their extraordinary best!

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Learner

Learner

By: Taylor Snodgrass

 

I’m a learner. I always have been. I guess it all started when I would break out the hammer and screwdriver on an old television, computer, remote or other non-cooperative electronic device. I’d always do my best to take it apart but the boy that I am sometimes took over, hence why the hammer was there. That’s probably why my mom always insisted I put a dish towel under whatever I was destructing: counter protection.

I’d take everything apart just because I was curious. What did a circuit board look like? Was there actually a tube in the television as we asked each other if anyone wanted “to watch some tube?” How many wires actually make this work? That’s all I wanted to know. I just wanted to know the answers. I didn’t much care about what it would take to fix the television that wasn’t working.

We’ve read stories like this before. Some billionaire spent hours as a child tinkering with gadgets to make them the expert they are today. Curiosity would make Bill Gates spend hours writing code on a community machine as a high-schooler. He would write and write and write. Any free time he had, the Microsoft founder would spend learning the ins and outs of the new technology that was a computer.

But that’s not me.

When I would take something apart, I wanted to see it and then I was done. The pieces would stay disassembled. I would whack some stuff with the hammer because I was a ten-year-old boy and liked to break stuff and then throw the pieces in the trash. I tried putting something back together once and after a couple futile attempts threw it in the trash.

And I think of that as the problem. I’ve always been interested enough in something to learn a little about it but never enough to truly master it. In a world of 10,000-hour experts, I’m more of a 100-hour amateur.

I know a lot about design, photography, videography, writing, coding, writing, speaking, history, math, golf, music, technology and the list could continue. But I know a lot about the sum of those things. Those are commas for a reason. They’re not periods because I can’t say, “I know a lot about design. I know a lot about photography.” And I easily begin to feel bad about my skills, talents, passion, dedication and grit to stick with something.

I work with some of the most talented marketers, designers, musicians, videographers, photographers and speakers that I’ve ever known, or even seen for that matter. So I look at my skill set and begin to feel lesser than those people. I can’t do what any of them do, and I’m not confident that I ever will. Not that I’m not capable. Just that I’ve never had the desire to stick with something until I’ve mastered every minute detail of it like these people have.

But I recently came to a realization. They can’t do what I do either.

I’m not less valuable because I only know a little bit about each of their areas. I’m not less talented because I only know a little bit about each thing. I’m not better either. I’m just different.

One of the things that helped me come to this realization was an interview I read recently. An ESPN reporter was talking with Golden State Warriors Head Coach, Steve Kerr. The reporter was talking to Kerr about the comparisons of his current Warriors team to the 1996 Chicago

Bulls. The ’96 Bulls are still considered one of–if not the–best NBA teams of all-time, winning an unprecedented 72 games. Now Kerr has a unique perspective on both the 2015-16 Warriors and the historic Bulls of the 90’s as he coaches the Warriors and played for the ’96 Bulls.

As Kerr talked about talked about defensive match ups for an impossible, hypothetical game between these two squads, he focused in on one aspect of the ’96 Bulls that struck a chord with me: The Bulls often had four guys on the floor that could play any of the positions on the floor and sometimes all five could be interchangeable. Kerr was both comparing the flexibility in the Warriors lineup to this Bulls team as well as lamenting the potential matchup difficulties for the Warriors because people like Michael Jordan and Scottie Pippen could play anything from point guard to small forward. They were diverse. They could dribble, shoot or pass. They could play inside with the guys who were 6’10” or they could shoot from outside the arc. They knew each position well enough to play it if that’s what most helped the team.

Now, I am by no means putting myself in the same realm as one of the greatest basketball lineups of all-time. But I think there’s a valuable lesson in what Steve Kerr pointed out. Diversity causes problems for the opposition. Diversity makes a team better. Diversity creates success. And without saying it, Kerr noticed that diversity kept players on the floor.

I’m not an amazing designer. I don’t have the best voice or most musical talent. But I can do a little bit of each of those things. I can tweak a design when a designer’s busy. I can lead worship when no one else is in town on Christmas Eve. And with the skill set and attitude to say “I can…”, I make my team better, and I ensure that I always stay in the game.

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Taylor Snodgrass is the Associate Programming Director at Cross Point Church in Nashville, TN, where he lives with his wife, Heather. He is passionate about leading others to excellence in the church and in their every day lives.

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Everything Rises And Falls On…Attitude

Everything Rises And Falls On…Attitude

By: Emily Cummins

 

Growing up, my Daddy has always shared with me the latest John Maxwell leadership books, podcasts, asked intentional questions to challenge me and help me grow, and encouraged me as I’m becoming who God made me to be. At 9-years-old, one of the first books he gave me was The Winning Attitude by John Maxwell—and I still have this book and it remains the core foundation for my leadership today.

One statement I’ve heard over and over is that everything rises and falls on leadership. I couldn’t agree more. We’ve all experienced leadership wins, flops, and frustrations. Our experiences are very much tied to the leadership surrounding us and the leadership we’re bringing to the table ourselves. What we choose to do with our leadership matters.

And beneath each of our leadership hats is an eight-letter word that makes all the difference: attitude.

Recently a leader shared with me that for his business he only hires for attitude, not talent. “Talent,” he shared, “is something I can teach. I can train anyone to do tasks. A person has a positive attitude or they don’t. In athletics, a person is fast or they’re not. I can train for skill.”

As a leader, I’m learning several key truths that are helping me keep my attitude in check:

Being right is highly overrated.

I don’t know everything, and I never will. There are—and will be—many times when a team member or direct supervisor will lead out differently than I would. And that’s ok! If it’s not illegal or immoral, the best way I can lead is by bringing the best Emily to the table and helping the project be the best that it can be, supporting, encouraging and partnering with those around me.

Experience is what you make it.

I’ll never forget coming home after transferring to a new school, looking my parents in the eyes and saying, “Ugh. I just don’t like it. It’s not what I thought it would be like.” Without missing a beat, my Daddy looked at me and said, “Emily, experience is what you make it.” That was a valuable lesson for me. Now, every time I step into a situation that hasn’t unpacked exactly how I thought, dreamed, prayed or planned, I remember those words: experience is what you make it. And my experience is rooted in my attitude. When I choose to show up and make it a good experience regardless of the circumstances swirling around me, I can guarantee a good experience—even if it’s simply learning, taking notes and observing how I would or wouldn’t want to lead in the future.

This situation/experience doesn’t define who I am, unless I give it permission.

This truth has been huge when my attitude begins to slip. Regardless of what I’m facing—awesome or not-so-awesome—circumstances, situations and people don’t define me, unless I allow them to. I am defined by my heavenly Father and when I live rooted in that truth, I can conquer anything. As Eleanor Roosevelt so wisely said, “No one can make you feel inferior without your consent.”

Emotions are fleeting feelings; my attitude is a choice directly influencing everything I do. Frustration, worry, confusion, excitement, disgust, and anger are emotions that can dissipate just as quickly as they come—emotions are temporary feelings. My attitude is not an emotion, but rather a choice for how I will respond in a circumstance or situation. I may emotionally be hurt or confused or over-the-top excited; however, my emotions should not dictate my leadership. Understanding that my attitude directly influences everything I do and who I become, I choose to have a good attitude despite my feelings. This isn’t a fake response or choosing to throw authenticity out the window; rather, it’s an intentional decision to share authentically how I feel and root my leadership decisions and responses in a positive attitude.
Everything rises and falls on leadership. And what we do with our leadership matters because in the art of leading, we’re partnering with people to reach their full potential, becoming who God made them to be. And the secret sauce behind great leadership? Attitude.

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Emily is a University of Florida and College of Central Florida grad who is passionate about partnering with churches and people to reach their full potential and effectively share their story through digital communication strategies. She also founded and leads a community and resource for women, BecomingMe.TV, encouraging, empowering and equipping women as they’re becoming who God made them to be.

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