Transformational Leadership

Servant Leadership TransformationalLeadership Helping Those We Work With To Pull in the Same Direction Larry Blackmer NAD Vice President

Bottom Line • You must be a transformed leader in order to have transformational leadership! • Spirituality and discipleship is caught not taught! • Fishing

Are Leaders Born or Developed? • They are born to be leaders • They are developed • If not why are we talking 

Adventist Leadership • Is it different than Chrysler or IBM? • What are your tools? • One tool only – • Influence • Law #2 – The 21 Irrefutable Laws of Leadership • The Law of Influence- • “The true measure of leadership is influence. Nothing more, nothing less” • Influence Theory – Bank model

E.G. White and Influence • Heaven is watching to see how those occupying positions of influence fulfill their stewardship. The demands upon them as stewards are measured by the extent of their influence.—Gospel Workers, 495

Servant Leadership • Leaders touch a heart before they ask for a hand – Maxwell law #10 • Empowering • Inspire to achieve personal and corporate goals • Spiritual dimension • Treat their employees as valuable assets

Will to Power Enthusiasm for wielding power over others, resisting followers’ power and being out of the box Prince Enthusiasm for bargaining and negotiating MEANS to attain higher efficiency, and staying inside the box Superman/Superwoman Transactional Transformational Enthusiasm for New ENDS, and ways to transform the world; out of the box Hero Bureaucrat Will to Serve Enthusiasm for people, their concerns, relationships, thoughts, and feelings. Staying in the box, but making it comfortable Max Weber’s Model 1947

Who’s Responsibility is it to Build a Team? • Leaders • The Teams • “No one makes progress-much less success- alone”, James Amos, CEO, Mailboxes, ETC • Leader must provide guidance and atmosphere for team building • Team must make individual and group decisions that lead toward teambuilding

Systems view Clear mission goals, & roles Shared Values Strategic planning Continuous improvement Complete communication Power sharing Win-win conflict Excellence in Teamwork Informed cooperation

Excellence in Teamwork Develop and Maintain a Clear Mission, Goals & Roles 1 • Information is crucial for cooperation. • Know how goals and roles fit the larger picture. • Believing, knowing, having fit, ----MOTIVATES • Team members need to know each other at a deeper level than the role each is playing.

Excellence in Teamwork Think, Plan, an Act Strategically 2 • Thinking strategically means thinking with end results in mind. • Planning strategically means anticipating the needs of students and parents in accomplishing your job. • Acting strategically means stepping up to a problem and doing the right thing… • Complex tasks require that everyone think, plan and act strategically

Excellence in Teamwork Go for Complete Communication 3 • Accurate, timely information is the lifeblood of an effective organization. • Complete communication doesn’t mean telling everyone everything you know. • Every person in the organization needs two kinds of information… • Effective listening is a vital part of the complete communication

Systems view Clear mission goals, & roles Shared Values Strategic planning Continuous improvement Complete communication Power sharing Win-Win conflict Excellence in Teamwork Informed cooperation

Excellence in Teamwork Reframe Conflict as a Win-Win Activity 4 • When people strive for honest, complete communication, it’s inevitable that there will be differences. • When viewed and dealt with productively, conflict need not cause problems in team relationships. • Good conflict resolution skills are an essential part of effective teamwork. • Lively, productive conflict is energizing and can be a rich source of ideas.

Excellence in Teamwork Share Power 5 • This may be the most important aspect of effective teamwork and one of the most difficult to accomplish. • Everyone needs to feel powerful in the same sense that they can make a difference • Feeling powerless is probably one of the most discouraging feelings anyone can have. • When power is shared, people are able to devote tremendous energy to the work at hand • Power sharing does not mean giving everyone an equal vote on every decision.

Excellence in Teamwork Make Continuous Improvement THE Way of Life 6 • Effective teams never become complacent. • Effective teams are learning machines. • Calculated risk-taking is encouraged and rewarded. • Barriers and limits to performance are continually pushed back. • The team’s ability to see reality is constantly expanding.

Excellence in Teamwork Preserve the Core Shared Values 7 • People on effective teams share some core values • Team leaders make it their business to preserve the core values and teach them. • Fairness and equality are two such values. • Quality is another. • Caring is the universal core value. • Service to others is the ultimate core value.

Excellence in Teamwork Take the System View 8 • Taking the systems view means operating with a constant awareness that everyone in the organization is a part of the same system and therefore subject to each of the following principles. • Individuals can effect the whole system. • The whole system is influenced by at least one other part of the system. • Parts of the whole system can be grouped into functional subsystems. • The performance of the whole system depends critically on how well the parts fit and work together. • The whole is greater than the sum of its parts.

Excellence in Teamwork Build the Key to Effectiveness Informed Cooperation • Informed cooperation is the key to effective teamwork. • Informed cooperation requires a lot more than an intention and willingness to cooperate. • It requires learning on a continuing basis how to offer help effectively. • It requires that team members not wait to be asked for help. • It sometimes means throttling back your individual performance. • It always means evaluating individual performance in the light of the contribution to team goals.

The 5 Dysfunctions of a Team Patrick Lencioni

The 5 Dysfunctions of a Team Patrick Lencioni Absence of Trust

The 5 Dysfunctions of a Team Patrick Lencioni Fear of Conflict Absence of Trust

The 5 Dysfunctions of a Team Patrick Lencioni Lack of Commitment Fear of Conflict Absence of Trust

The 5 Dysfunctions of a Team Patrick Lencioni Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

The 5 Dysfunctions of a Team Patrick Lencioni Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

The 5 Dysfunctions of a Team Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust

The 5 Dysfunctions of a Team Inattention to Results Status and Ego Avoidance of Accountability Low Standards Lack of Commitment Ambiguity Fear of Conflict Artificial Harmony Absence of Trust Invulnerability

In the work of setting things in order in all the churches, and ordaining suitable men to act as officers, the apostles held to the high standards of leadership outlined in the Old Testament Scriptures. They maintained that he who is called to stand in a position of leading responsibility in the church “must be blameless, as the steward of God; not self-willed, not soon angry, not given to wine, no striker, not given to filthy lucre; but a lover of hospitality, a lover of good men, sober, just, holy, temperate; holding fast the faithful word as he hath been taught, that he may be able by sound doctrine both to exhort and to convince the gainsayers.” Titus 1:7-9. – {AA 95.2} – AA Ch. 9

Responsibility of Leadership No Child’s Play—The position occupied by my husband is not an enviable one. It requires the closest attention, care, and mental labor. It requires the exercise of sound judgment and wisdom. It requires self-denial, a whole heart, and a firm will to push matters through. In that important position God will have a man to venture, to risk something; to move out firmly for the right, whatever may be the consequences; to battle against obstacles, and waver not, even though life be at stake.— Testimonies for the Church 1:320.

What Type of Leader Are You? • Transactional? • Team builder? • In or Out of Box? • OR? • Are you a Christ-centered, win-win, transformed, leader?

Transformational Leadership