Leadership and Visioning Discussion Kalamo United Methodist Church January 29, 2008

1. Leadership and Visioning Discussion Kalamo United Methodist ChurchJanuary 29, 2008

3. Agenda • Statistics • Leadership Models and Principles • Surveys • Sharing our Dreams and Visions • Challenge

4. Agenda • Statistics

5. State of the Church Address

6. Kalamo UMC Expenditures by Year

7. Investment Giving • God Blesses the Righteous • Tithing is an Investment • GOD won’t trust you with a lot unless you demonstrate he can trust you with a little – Charles Stanley

11. KUMC Individual Attendance Patterns% Weekly Attendance People Weighted Average

12. Agenda • Leadership Models and Principles

13. Define Leadership

14. Define Leadership • “Leadership is the art of accomplishing more than the science of management says is possible.” – Gen. Colin Powell

15. "Perpetual optimism is a force multiplier." The ripple effect of a leader's enthusiasm and optimism is awesome. So is the impact of cynicism and pessimism. Leaders who whine and blame engender those same behaviors among their colleagues. I am not talking about stoically accepting organizational stupidity and performance incompetence with a "what, me worry?" smile. I am talking about a gung-ho attitude that says "we can change things here, we can achieve awesome goals, we can be the best." Spare me the grim litany of the "realist," give me the unrealistic aspirations of the optimist any day.

16. "Being responsible sometimes means ------- people off." Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity: you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset.

17. "You don't know what you can get away with until you try." You know the expression, "it's easier to get forgiveness than permission." Well, it's true. Good leaders don't wait for official blessing to try things out. They're prudent, not reckless. But they also realize a fact of life in most organizations: if you ask enough people for permission, you'll inevitably come up against someone who believes his job is to say "no." So the moral is, don't ask. Less effective middle managers endorsed the sentiment, "If I haven't explicitly been told 'yes,' I can't do it," whereas the good ones believed, "If I haven't explicitly been told 'no,' I can." There's a world of difference between these two points of view.

18. "Organization doesn't really accomplish anything. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people will you accomplish great deeds." In a brain-based economy, your best assets are people. We've heard this expression so often that it's become trite. But how many leaders really "walk the talk" with this stuff? Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top managers immerse their calendar time in deal making, restructuring and the latest management fad. How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed?

19. Models for Leadership • Chief Executive Officer • Political Dictator • Hired Hand • Servant

20. Models for Leadership • Chief Executive Officer – active, corporate, actively delegates, authority is top-heavy, does not work well for churches

21. Models for Leadership • Political Dictator – active, authoritative, abuse of power, though efficient

22. Models for Leadership • Hired Hand – passive, submissive, no leadership

23. Models for Leadership • Servant – responsiveness, Christ-like, leading by example, sacrificial, demanding nothing for services, ideal to authors

24. Models for Leadership • Servant – responsiveness, Christ-like, leading by example, sacrificial, demanding nothing for services • However, There Are Times When We Must Act as Chief Executive Officer, Political Dictator, Hired Hand, and Servant to be Effective!

25. Chief Executive Officer Political Dictator Hired Hand Servant Discuss Models for Leadership

26. Key Leadership Principles • See the “big picture” and crafting a vision • Helping others perceive and achieve a vision • Maximizing cooperation toward accomplishing a vision or goal • Overcoming organizational structures that limit the ability to accomplish all that is possible • Motivating people to do more than they think they can do • Giving staff the tools they need, then staying out of their way • Having more influence with people than the organizational structure provides • Inspiration balanced with perspiration

27. Agenda • Surveys

28. Surveys • KUMC Worship and Programs Survey • Your prayers and thoughtful input are requested at our Leadership and Visioning discussion on Tuesday, January 29 at 6:30 PM. All are invited! These questions may help you prepare. • Would you like to continue having special music groups as part of our worship services? • What frequency? • Other comments or concerns about special music? • We have had a number of special services during the past year such as Humor Sunday, Blessing of the Animals, and a Healing Service. Would you like to have additional similar services? • What other special worship services would you like to see? • I would like to participate in the following programs and services: Bible study, prayer groups, support groups, travel clubs, book clubs, UMW, UMM, mission projects, church leadership, other? Please indicate your preferred days and times for these activities. • What dreams, visions and goals do you have for KUMC for the upcoming year? • Name (optional):

29. Surveys KUMC Worship and Programs Survey • Would you like to continue having special music groups as part of our worship services? Yes (4) • What frequency? • Every 2 months (2) • 2-4 times per year

30. Surveys • Other comments or concerns about special music? • More acapella • Would like to see shape-note singers • Prefer enhanced treats vs. potlucks • More live instruments rather than tapes • I like them all, well-known and not so well-known groups • I prefer local, folks groups • Concerns with impact on church giving (2)

31. Surveys • We have had a number of special services during the past year such as Humor Sunday, Blessing of the Animals, and a Healing Service. Would you like to have additional similar services? Yes (3), Adequate (1), This is another good way to promote the church and reach out to the unchurched. • What other special worship services would you like to see? More, no specific suggestions other than heros and heroines of the Bible.

32. Surveys • I would like to participate in the following programs and services: Bible study, prayer groups, support groups, travel clubs, book clubs, UMW, UMM, mission projects, church leadership, other? Please indicate your preferred days and times for these activities. • Bible study, UMW, travel, things my kids do, peace/justice groups, mission trips/projects

33. Surveys • What dreams, visions and goals do you have for KUMC for the upcoming year? • Basement improvements • Storage • Painting, freshening up • Nursery/nursery area • Carpet stairs • More people involved in support activities

34. Agenda • Sharing our Dreams and Visions

35. Sharing Our Dreams and Visions

36. Sharing Our Dreams and Visions • In The Dream Manager, Matthew Kelly challenges leaders to resuscitate the dreams of those they influence. On the surface, The Dream Manager may appear overly simplistic or naïve. After all, who dreams anymore? Somewhere in the middle of mortgage payments, daycare arrangements, and 60-hour work weeks, we write-off dreaming as childish and immature. Along the way, we water down our dreams until they shrivel into manageable goals that cease to excite us and barely even energize us.

37. Sharing Our Dreams and Visions

38. Agenda • Challenge

39. The Leadership Challenge by Jim Kouzes and Barry Posner • Is there an inspiring vision being shared here?  Are we heading towards the same picture of success?  Are we heading somewhere that we consider worthwhile? • Am I modeling the way?  This asks whether I am walking the walk.  When people see me do they see someone doing what I am asking others to do?  And at the most basic level: do we do what we say we will do around here? • Are we challenging ourselves to see, learn, and do more and better all the time?  Are we creating an atmosphere of excellence, where we’re constantly innovating, experimenting, and learning how to do things better? • Am I always enabling people to do more as individuals and as a team?  In great organizations they are constantly upgrading people’s skills and abilities, inviting people to step up and do more.  And great organizations elevate collaboration – enabling teams to achieve results. • Am I encouraging individuals and teams with celebration, energy, and exuberance?  Great organizations generate energy, and when people achieve, these organizations find creative ways to celebrate it – recognizing individual and team accomplishment.  Are you uplifting hearts?