Friday, May 28, 2010

Catalyst Recap: Andy Stanley (General Session 4/23 – Closing Session)

Andy Stanley ended the conference with a helpful leadership challenge. It starts with a clear maxim: “My fully developed strengths will always be of greater value than your marginally improved weaknesses.”

It corrects the myth that good leaders are good at everything and we need to focus on our weaknesses and ‘wing’ our strengths. This is natural and necessary when we start out, but it will limit our leadership in the long run if we stay in that mode.

Stanley likes numbers. Here are the two best kept secrets in leadership.
1. The less you do, the more you accomplish.
2. The less you do, the more you enable others to accomplish.

Each year you need to think through what you need to quit doing. “Only do what you can do” – it’s unrealistic, but always keep it as a target.

Three things happen when you drift from your core competencies. (These are easy to recognize in others, not self.)
1. Their effectiveness diminishes.
2. The effectiveness of other leaders are diminished.
3. The ability of the organization to keep good leaders diminishes.

Why Leaders Miss This Principle
1. They buy into the myth of being well-rounded. (You don’t need to be well-rounded … your organization does.)
2. Leaders forget to distribute between authority and their core competencies. (Everyone has authority outside of their competencies. Make as few decisions as possible. Let others choose.)
3. Some leaders can’t distinguish between their competencies and non-competencies. (Know what you don’t know.)
4. Some leaders feel guilty delegating their weaknesses. (Don’t. It’s someone else’s joy and strength).
5. Some leaders won’t take time to train other leaders. (Let people make mistakes. Do you want to be right, or do you want to make more leaders?)

Acts 6 illustrates this issue. “It would not be right for us to … serve food.” Not right = it would be WRONG!

What’s the outcome of all this?
1. It’s easier to establish a sustainable pace. (You won’t wear out from doing things you hate.)
2. Corporately, you’ll end up with a congregation that reflects your strengths, but not your weaknesses.

How do you get started on this? Ask some ‘Discovery Questions’:
1. What’s effortless for you, but draining for others?
2. In what areas are you the ‘go-to’ person?
3. What energizes you?
4. What do you wish you could stop doing?
5. What organizational environments are you drawn to?
6. Which do you avoid?

‘Discovery Project’: Write your ideal job description. This isn’t anything you might be able to act on immediately, but make it the target, the ideal.

We can do many things, what MUST we do?

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