Equipping & Caring

1. Equipping & Caring To equip the saints For the Ministry www.pisind.com 7 Metaphors of Leadership Lay Pastors Ministry PACE Seoul Korea Nagaland India

2. INTRODUCTION 1. Fire The Fire metaphor describes the motivational forces that initiate and sustain transformation efforts, including a burning platform and a burning ambitious, as well as personal and organizational reasons for change. 2. Snowball The metaphor of the snowball describes a virtuous cycle of accountability that propels the change effort forward. It starts with the leader, and build momentum as others are swept up in the journey. 3. Master Chef The Master Chef metaphor is about artfully applying leadership "science" - frameworks, tools, an strategies for change - to help make transformation happen. Over time, leaders can and should advance from amateur cook to mater chef, using their skills with increasing creativity and flair and maximizing their impact. Prayer-Available-Contact-Example

3. -continued 4. Coach The coach metaphor describes how a coaching staff can collectively help leaders achieve their aspirations. It is not about leaders becoming coaches; it's about leaders letting themselves be coached by others - consultants, colleagues, even family members. 5. Mask The metaphor of the Mask has two aspects: the concealment of perceived imperfection, and the adaptation of an identity that is misaligned with a leader's authentic self, value, or aspirations. 6. Movie The movie metaphor involves processes for increasing self-awareness and reflection that allow leaders to first "edit" their performance, and then direct a "movie" that exemplifies their leadership vision. Prayer-Available-Contact-Example

4. -continued 7. Russian Dolls The Russian Dolls metaphor describes a complementary set of journeys that interact with a leader's personal journey, thereby increasing levels of effectiveness. Prayer-Available-Contact-Example

5. 1. Fire Fire represents the forces that initiate a personal or organizational transformation and sustain it over time. Conventional change literature suggests that fear is a necessary and even desirable motivator. By contrast, research suggests that although fear may provide the initial spark for action, aspiration is a far more important motivator. Sustainable change requires the fire of a “burning ambition.” Ask Yourself What are the forces compelling your organization to change? What are the forces compelling you to change? What do you want to gain personally from the transformation effort? What legacy do you want to create for your organization? Prayer-Available-Contact-Example

6. -continued Fire is, of course, an often-used concept to describe motivations, with heat representing emotional intensity in various forms such as anger, passion, love, urgency, and desire. It was two applications of "urgency" and "desire" that granted us our first significant insights into the phenomenon of leadership transformation. Prayer-Available-Contact-Example

7. -continued Quadrant 1: Organizational Burning Platform Leaders are readily able to list the problems and issues that have motivated them to undertake a transformation effort: "Our finance has problem," "Our competitors are more aggressive."...so on Quadrant 2: Personal Burning Platform People gradually begin to open up their personal fear, challenges, and insecurities, represented by the second quadrant of the matrix. Quadrant 3: Personal Burning Ambition We have found that a leader's commitment and personal accountability for change really begin to accelerate. Quadrant 3 describes a fire that burns inside. Steven R. Covey said, "Motivation is a fire form within. ..“ Quadrant 4: Organizational Burning Ambition Leader's personal ambitions are transcended by the lasting impact they with to have on their organization, their communities, so on. Prayer-Available-Contact-Example

8. 2. Snowball I shared with my team the kind of leader I aspired to be. I asked every member to hold me accountable to that vision. This set an expectation that each of them would mirror my commitment. Soon we added more layers of leadership to the process, all accountable to one another regardless of our position in the hierarchy. It felt like a massive snowball rolling down the hill, with me trapped in the middle. The snowball represents a cycle of mutual accountability that creates momentum for change. It starts rolling when a leader opens himself up to the scrutiny of subordinates and asks for their support. This act of humility is seen as courageous and inspires others to follow suit. As more members of the team join the process (and those causing drag are removed), the snowball becomes more tightly compacted and almost impossible to stop. Ask Yourself How open and accountable are you prepared to be? How can you create accountability throughout your organization, from the leadership team down? How might you address the potential sources of drag or friction? Prayer-Available-Contact-Example

9. -continued We can describes a positive process through which something small and potentially insignificant builds up itself over time, thereby becoming larger, potential, and eventually unstoppable. Individual leader is simultaneously held accountable by his superiors and those who directly report him, there is an exponential increase in momentum toward more effective leadership. Two dominant themes of the Snowball metaphor: accountability and momentum. The snowball is a self-amplifying structure that feeds on itself; this process can manifest itself in a negative and a positive ways, as a vicious or virtuous cycle. Motion I - A cycle of mutual accountability Most of the leaders we meet there was a clear moment in their journeys when the Snowball was well and truly set in motion. Motion II - Creating unstoppable momentum Leadership transformation accelerates as more leaders as swept up by the process. Prayer-Available-Contact-Example

10. -continued The snowball metaphors teaches us that a leader's personal journey of transformation is contingent upon his or her humility and transparency: effectively, this means there must be a willingness to hold agreed leadership standards above formal authority and hierarchy. The snowball also contingent upon achieving a critical mass of leaders who are mutually accountable to one another. Finally, the Snowball metaphor compel us to embed shared leadership standards in the organization's system and structures, such as meetings and performance evaluation. It's at this point that transformation really starts happening - the Snowball becomes almost impossible to stop. Prayer-Available-Contact-Example

11. 3. Master Chef The Master Chef metaphor is about artfully applying leadership “science”—frameworks, tools, and strategies for change—to help make transformation happen. Over time, leaders can and should advance from amateur cook to master chef, using their skills with increasing creativity and flair and thus maximizing their impact. First, there are the frameworks. In the Master Chef metaphor, the framework is the equivalent of the chef’s recipe. To help leaders get a handle on the ever-changing nature of today’s business environment, there are hundreds, maybe even thousands of recipes for change available in books, at seminars, online, and elsewhere. Many of these use similar ingredients, such as setting a goal and then laying out a rational, step-by-step program for achieving it. Just as an amateur cook takes comfort from a step-by-step recipe, a business leader—especially one who feels relatively unsophisticated—can take comfort from a carefully crafted framework. By framework, I mean a map of the key activities, time frames, milestones, and commitments on the road to change Prayer-Available-Contact-Example

12. -continued But for me, the methods are far less interesting than the dynamic interaction between instructions on the one hand, and the person using them on the other. Great chefs alter their recipes depending on the season, and the available ingredients. Similarly, business leaders can alter their framework to take advantage of a changing business context. Second, there are the tools. Just as chefs can select from many different utensils when creating a dish, business leaders have many tools at their disposal, including ones that profile or measure a range of attributes such as behavior, personality, values, strengths, and thinking styles. There are some great tools available for leaders and change agents, including my favorite tool – Leadership Impact™ developed by Dr. Robert Cooke, associate professor emeritus of Managerial Studies at the University of Illinois at Chicago and CEO of Human Synergistics International.. Prayer-Available-Contact-Example

13. -continued However, a great tool is no guarantee of transformation. To return to the Master Chef metaphor, an amateur chef cannot achieve the same precision with a utensil as someone who has honed their technique. Take experienced sushi chefs, who over many years have developed an artful application of their sushi knives. An amateur chef using exactly the same knives is unlikely to replicate their results. They are also unlikely to have a full appreciation of how dangerous these tools can be when used with poor technique! Leaders who artfully apply tools use them to create shared language and shared meaning on the pathway to change. While a framework provides leaders with a plan and creates a sense of comfort, and tools supply data and a language for change, leaders still need to implement actions in order to transform their effectiveness. This is where the third element, strategies, comes in. Prayer-Available-Contact-Example

14. -continued Within the Master Chef metaphor, strategies are the equivalent of cooking methods such as steaming or frying. The biggest shift made by every leader in my research was the surrender of absolute control in favor of a more enabling approach to leadership. I have found that the seemingly simple notion of giving up control is actually a considerable challenge for most leaders. I believe the reason for this is a false assumption: that the opposite of control is chaos—something most leaders wish to avoid at all costs. But the opposite of total control isn’t chaos at all; it is simply creating a context where autonomy and accountability are in balance. Too much autonomy without sufficient accountability can result in chaos, to be sure. But too much accountability without sufficient autonomy creates resentment and a sense of helplessness. The Master Chef metaphor helps us understand how a leader can make the transition from being the equivalent of an amateur cook to that of a culinary artist. Just as chefs cook with more flair, creativity, and spontaneity as their technique becomes second nature, leaders can become less rigid and more intuitive over time. To quote the legendary French chef Marcel Boulestin, “Cookery is not chemistry. It is an art. It requires instinct and taste rather than exact measurements.” Similarly, leaders must move beyond leadership “science” to a more artful application of change frameworks, tools, and strategies to bring about transformation. Prayer-Available-Contact-Example

15. 4. Coach In a sporting context, a team captain’s success is generally dependent upon the support of his or her teammates. Realizing this helps extend our understanding of the Coach metaphor from the idea of two people behind closed doors to a dynamic situation involving many people in both planned and spontaneous interactions. I want to illustrate this point with the example of a peer group relationship that developed in an eyewear and eye care multinational. One peer coaching group in this organization included the directors of marketing, product, and operations, who came together with the explicit aim of exploring the various leadership strategies they were each working on. Though each member was open, constructive, and engaged in the sessions, the group was not getting real traction at first. Discussing the problem with my colleague Ian — their external coach — it became apparent to the group that they lacked a set of agreed-on principles to make their meetings a success. Prayer-Available-Contact-Example

16. -continued The first question Ian put to the group was, “Have you established clear outcomes for the peer coaching relationship you have entered?” The answer was no; the group had come together with good intentions but only vague ideas about what they each wanted to gain from the process. The second question was, “When you present your progress to your colleagues, do you have specific questions that you are looking for them to answer?” Again the answer was no; following each leader’s progress report, the group would commence a conversation without any real focus or direction. Sometimes this was useful; at other times it just went around in circles. The third question was, “Have you agreed on the behavioral standards that you will all abide by in these sessions.” Yet again, the answer was no. To address these gaps, the group decided to develop a peer coaching agreement that spoke to their individual and collective expectations. They each identified how they would like to be supported by their peer coaches, and they defined the behaviors that they would abide by in giving and receiving feedback, including principles of honesty, consideration of one another’s time, and confidentiality. As a result, the group’s sessions became a lot more outcome-focused. On any given topic, members were now very clear about whether they were looking to their colleagues for specific feedback, to hold them accountable for the changes they had committed to, or to just play the role of sounding board for an idea. Prayer-Available-Contact-Example

17. 5. Mask In our research we found two ways in which leaders use a mask. One is to conceal perceived inadequacies and flaws to preserve the polished facade we have come to expect of “great” leaders. The other, more subtle way is to adopt a certain persona at work that the leader feels is necessary for success. Both uses undermine trust and effectiveness. They also create inner conflict, as leaders struggle to align their work and home lives. By dropping the mask, a leader can craft a more meaningful and congruent identity, which enhances relationships and business outcomes. Ask Yourself What imperfections might you be concealing from your stakeholders? What personae are you adopting to be “successful”? What are the costs of these masks for your personal life, well-being, and effectiveness as a leader? How could you bring more of your authentic self to work? Prayer-Available-Contact-Example

18. -continued In the theatrical context, masks are sometimes used to conceal a character's identity; at other times, they allow the actor to adopt a certain persona. a) The Phantom of the Opera The Phantom wears a mask to conceal his physical imperfections. But while the Phantom presents a perfect, porcelain face to his audience, there is a certain irony at play here: it is starkly obvious that the mask is not his real face. Both are know he is wearing the mask, but they prefers to maintain a facade rather than reveal the man behind the mask. b) Stanly Ipkiss, aka "The Mask" Many leaders wearing the Phantom's mask in order to conceal their insecurities. Some of them deliberately put on a mask to project a particular persona. And another application, 1994 Jim Carrey vehicle The Mask. Carry's character, StanelyIpkiss, is a shy man who discovers a mysterious green mask. ...when he got mask his face, it transforms him into a confident, aggressive, and out going "superhero." Prayer-Available-Contact-Example

19. -continued The burden of the Mask While the initial motivations for wearing either type of Mask (that of concealment and that of persona) may be very different, the end result is often the same: the Mask becomes too heavy a burden to carry. The impact of de-masking Taking off the Mask requires courage, but rewards are exponential relative to the effort, both for the leader and for those they lead. Frances Hesselbein wrote: "Leadership is a matter of how to be, not how to do it. Only a person who is comfortable in his or her own skin, who has a strong set of values, who behaves consistently with those values, who demonstrates self-disciple, can begin to lead others." Prayer-Available-Contact-Example

20. 6. Movie The biggest realization is that if you want change, you’ve got to stand outside yourself and look back as if you were seeing yourself replayed on video. The movie metaphor encourages leaders to “view” and “replay” their behavior, “edit” their performance, and “direct” a story that is more in line with their vision. Before our initial research subjects became effective leaders, they all seemed to be acting repetitively and perpetuating their own misery, a bit like Bill Murray in the film Groundhog Day. The first step toward change was a commitment to evaluate “raw footage” after an event or an interaction—on their own, with a coach, or with trusted colleagues—and think about what they could have done differently. Eventually they learned to edit themselves in real time and make a better movie. Ask Yourself In what ways are you trapped in a “bad movie” and perpetuating your own problems? What opportunities do you have to review the “footage” and reflect on your actions? What methods could you employ to slow your movie down and “direct” a better one in the moment? Prayer-Available-Contact-Example

21. -continued Shakespeare said "All the men and women [are] merely players." Ever since, many said "society is a theater and all acts are performances," and that each of us seeks to "manage" the impressions we make on others. Articulating a vision is one thing; having the capacity to bring that vision to life is another. To make this transition, we'll move beyond the notion of the stage and unfold the metaphor of Movie. The Movie metaphor allows us to explore how leaders can enhance their reflective practice and their self-awareness, and in doing so create an impact that is in line with their leadership vision. There are three applications of the Movie metaphor that have enhanced transformation: acting in repetitive movie; viewing footage in the editing suite; and finally, directing our own movie. a) Groundhog day Even though all of the leaders we have worked with are unique, the common thread for most is that at the outset of their leadership journeys, they felt as though they were trapped in a repeating and repeating scenario. Prayer-Available-Contact-Example

22. -continued b) The editing suite In the editing suite, the raw footage of a film is reviewed to determine its value to the movie as a whole. Following this review, changes are made: bits that confuse the plot or that might distract the audience are edited out; scenes are rearranged; the best cut of any given scene is selected. Similarly, leaders can use the editing suite to reflect on their performance and "edit" their future behavior for maximum impact. c) Directing the Movie Now the third element is directing their own movie - in real time. The process of film directing involves articulating and then adhering to the overall vision for the movie. It is all about planning the audience's experience. And although directors will often spend a lot of time in the editing suite, analyzing and making of the footage, much of their direction occurs on the set, in real time, where they must make decisions as the action is unfolding, thinking on their feet and making adjustments as they go. This is "reflection-in-action" as opposed to "reflection-on-action." It involves looking to our past experiences, connecting with our emotions, and challenging our habits and behaviors - and being able to do all of this in the moment. Prayer-Available-Contact-Example

23. 7. Russian Dolls The Russian Dolls metaphor describes a complementary set of journeys that interact with a leader’s personal journey, thereby increasing levels of effectiveness. Russian nesting dolls, also known as matryoshka dolls, are typically made of wood and contain three to eight identically shaped dolls nested neatly inside one another. When you pull one doll apart, another one, slightly smaller, sits inside. Each doll in a set typically resembles the others, but may bear a unique image or pattern. Some of the most prized collectibles tell a story through different images painted on each doll in the set. In our context, the Russian Dolls metaphor helps us to understand that a leader’s personal journey never exists in isolation; it is surrounded by multiple other journeys occurring concurrently. In our research, the subjects identified at least five different dolls, or journeys, which they felt were important in their transformation. These were; a personal doll, a leadership doll, a team doll, an organizational doll, and an up-line doll. I use the notion of “up-line” to represent the hierarchy above the leader; this might be an international parent company, a board of directors, or a state or federal regulatory body. Within the metaphor of the Russian Dolls, this constitutes the largest or outermost doll. Prayer-Available-Contact-Example

24. -continued Russian Nesting Dolls, also known as matryoshkadolls, are typically made of wood and contain three to eight identically shaped dolls nested neatly inside one another. When we pull one doll apart, another one, slightly smaller, sits inside. Each doll in a set typically resembles the others, but may bear unique image or pattern. While the traditional appearance of a Russian doll is a peasant woman, some of the most prized collectibles do now show a figure or face at all. Rather they tell a story through different images painted on each doll in the nest. Russian dolls have inspired a design principal known as the "matryoshka principle," representing an object-with-object relationship similar to the onion metaphor where one layer is peeled back to real another layer underneath. In our context, the Russian dolls metaphor helps us to understand that the leader's personal journey never exists in isolation; it is surrounded by multiple other journeys occurring concurrently. When the journeys are aligned, something magical can happen.. Prayer-Available-Contact-Example

25. -continued a) Dolls-within-dolls The concept of dolls-within-dolls arose from the multiple journeys we encountered in our original research that went above and beyond the leadership journey. In fact, the word "journey" was used so many times by leaders in their interviews that, quite frankly, it played havoc with the first round of date. b) The up-line doll The first additional doll that we found was that of the up-line environment; this might be an international parent company, a board of directors, or a state or federal regulatory body. This constitutes the largest or outermost doll. Prayer-Available-Contact-Example

26. -continued c) Personal doll The final doll we revealed was the very personal journey that appeared to sit within each CEO's leadership journey. They used both "leadership journey" and "personal journey.“ d) Painting a story on the dolls There were two struggle that led us to conceive of the Russian Dolls metaphor: the struggle for leaders to separate their own leadership journey from the other journeys that surrounded them and the struggle for leaders to give their transformation stories color and depth. Prayer-Available-Contact-Example

27. INTERACTION There is three insights: all of the metaphors have fluid relationship to one another in the process of leadership transformation. The Fire is at the center of the seven metaphors because it provides the context, purpose, and leverage for the other six. If the fire goes out, all other factors are redundant. Prayer-Available-Contact-Example