Leading Christianly

The Managers We Need

In his recent book, The Leaders We Need, Michael Maccoby explains why the business leaders that served us well in the past are not the leaders we need for the future. He argues that the changing character of American workers—especially those considered “knowledge workers”—requires a different type of managerial intelligence. (Knowledge-worker, a term coined by Peter Drucker, is one who works primarily with information or one who develops and uses knowledge in the workplace.) Managers who are effective collaborators and possess an increased level of “people intelligence” will be more effective than managers who lack this intelligence, according to Maccoby. His thesis and research findings strongly resonate with me because I have long believed that managers need a greater understanding of people-based principles to be effective leaders in organizations.

The Changing Character of the American Worker
Maccoby claims that the changing structure of American families—working mom and dad, more single-parent homes, kids growing up with less respect for authority—combined with changes in companies, have begun to shape work environments in which people value traditional leadership less. The paternalistic leadership model that flourished in the twentieth century is losing its footing. Employees can no longer count on these leaders or their organizations for lifetime employment —even promised pensions may be lost as great companies of the past restructure, downsize, or are acquired by others.

The knowledge worker, who desires a more interactive role in the organization, often knows more about their job than does the boss. They are specialists challenged to collaborate across boundaries. This requires the manager’s role to change from an all-knowing parental figure to someone who clearly adds value for followers. The changing work environment creates a need for collaborators who are able to facilitate the coming together of knowledge workers.

Today’s Managers
Most of my involvement as a management consultant has dealt with organizational change through the development and implementation of quality systems. Through this involvement, I have unintentionally acquired strong doses of “people intelligence” through repeated immersions into organizational cultures. I have learned that even though executives are generally capable of developing key performance objectives, upper- and mid-level managers often lack the people intelligence, or “organizational capacity,” to implement those objectives effectively. Contributing to the lack of managerial knowledge are business leaders who rarely understand that leadership development, especially in this age of knowledge workers, requires continual learn-ing, especially learning about people and how they work together in organizational settings.

The Managers We Need
I think the managers that I have worked with over the past 15 years would be better managers if they were to gain at least a cursory understanding of key organizational principles. For example, they would be better equipped to lead if they understood when and why team decisions are more effective than individual decisions; or how they as managers influence and sometimes sway the organizational culture; or that the process of change is sometimes more important than the change itself. We need managers who are capable of carrying out the mission, objectives, and strategy. The model below this paragraph shows the foundational principles to building organizational capacity in managers. I believe that managers who understand these principles will make better collaborators and possess an increased level of managerial intelligence. These are the managers we need.

(Click directly on model to view larger)

Doug Hammer
Adjunct Professor for Biola University
MA in Organizational Leadership

I’m the Line Leader!

“Yet, O Lord, you are our Father. We are the clay, you are the potter; we are all the work of your hand.” Isaiah 64:8 (NIV)

“Mommy!” my kindergartener proudly informed me. “Today I was the line leader!” Her face beamed in a way that told me that, even at the age of five, she already senses that leaders have a more important job.

What if, before you were born, God decided that you would be a vessel for a different kind of leader? One who would esteem people and be a role model for truth and grace in the workplace. You did not choose this. You did not earn it. But you can develop the talents God gave you. You can surrender your talents and abilities to his will and for his glory. And by your example, you can lead others in developing their gifts as well.

“For who makes you different from anyone else? What do you have that you did not receive? And if you did not receive it, why do you boast as though you did not?”
1 Corinthians 4:7 (NIV)

Would it make a difference in our work if we remembered that each one of us is a one of a kind masterpiece, the work of the potter, and that our primary leadership role is to point the way back to Him? Whether or not you are chosen to be line leader, you can lead the way for others to find Christ’s power for their lives.

Helen M. Mitchell
Speaker, Author, Consultant and Business Traction Strategist, Strategic Management Resources and
Student in MA in Organizational Leadership

Maintaining a Kingdom-perspective in a Frenzied Culture

To say that life is “busy” for any leader is an obvious understatement. Those Christians who find themselves bearing the many responsibilities of leadership in our fast-paced culture often struggle with finding time for a quiet moment with the Creator. We become so caught up in our hectic schedules that the day is gone before the to-do list is even half completed. How then, do we maintain a focus on God’s kingdom in the whirlwind we live in every day?

I recently came across a website that might help answer that question: www.echoprayer.com. This simple, free service utilizes the technology to which we are so frequently tied to help refocus our day. The site will e-mail or text message reminders to pray for specific requests and praises. By stopping once or twice a day to focus on the bigger picture of God’s kingdom and our relationship with Christ, I believe we can regain some of the perspective that is lost in the chaos of the workweek.

This time of refocusing on the Lord is especially important for those called to serve as leaders. The pressures and responsibilities of your position are a powerful distraction from your walk with Christ. And how well will you lead others if you are not intentionally following and modeling your life after Jesus Christ?

While EchoPrayer is not a fix-all for our Christian lives, I believe it can be a powerful tool to help leaders maintain a Kingdom-perspective in the midst of an often confused and frenzied culture.

Sarah E. Ailes
Recruiting Coordinator, Masters of Organizational Leadership
Biola University

Effective Leaders Are Significant to Those Around Them

I recently asked a group of colleagues to name individuals whom they admired as leaders and received a list of some of the most well-accomplished people in business, sports and the entertainment industry.
Donald Trump, Tom Brady and George Lucas emerged as the most popular choices. Contrast this with the responses I received when I asked a few children the exact same question. They were quick to point out their teachers, grandparents, parents, siblings, coaches and friends as their most-admired leaders.
As adults, it is easy to draw a line from A to B and solely define leaders as those CEO's that command enormous salaries, or those athletes who continue to break records. But the truth of the matter is that children see leadership in its purest form – significance. They are not necessarily inspired by material possessions or fame. Instead, they see leaders as people who have influenced their lives. They are encouraged by the people around them who teach them math, play soccer in the backyard, or catch bugs with them.

There is a very valuable lesson to be learned here. If you want to be an effective leader in your business or personal life, make sure that you seek to be significant in the lives of others. Spend time developing your employees and invest time in your family.

In 25 years, people may not remember the CEO that turned a technology company around, or the name of the team that won the World Series in 2007, but I guarantee you that they will remember the name of their favorite elementary school teacher, or the person that taught them to swim. Be significant.

"A hundred years from now it won't matter how much money I had in a bank account, how big of a house I lived in or what kind of car I drove. What will matter is that I have made the difference in the life of a child." – Anonymous

Jake Aguas is the vice president and financial center manager for Washington Mutual Bank in Ladera Ranch. He holds a bachelor's degree in economics from UCLA and a marketing research certification from the University of Notre Dame. He attends Biola University's master's program in Organizational Leadership. His business leadership has been recognized by the California State Assembly and the Los Angeles City Council.

by Jake Aguas, "The Leader's Minute," Orange County Register
Student in MA in Organizational Leadership
Biola University

The Power of Passion

Many influential people cross my path in the banking business.

What is most fascinating are the qualities that separate successful leaders from those who are not so successful. Even more intriguing are the intangible qualities shared by those who are successful. There are many qualities that drive leadership success, but there is one major distinction: Passion.

A group of self-made millionaires were asked to list the qualities that contributed to their success and to rate the importance of each. The final tally is instructive: ability, 5 percent; knowledge, 5 percent; discipline, 10 percent; attitude, 40 percent; enthusiasm, 40 percent. In other words, these business leaders say that 80 percent of their success is a direct result of their passion for what they do.

Take John Schnatter for example.

Schnatter knocked out a broom closet and opened a pizza store in 1985. His business grew from one store to 46 stores in no time. Eventually, he was opening 30 stores per month, an average of one a day. When asked about the company's success, one analyst replied: "It's very simple … pizza is his life and he takes it seriously. He eats, sleeps and breathes pizza. John is passionate about pizza."

Today, Papa John's Pizza has grown to approximately 3,000 stores in 49 states and 29 international markets.

Got passion? A great attitude and focused enthusiasm will carry you a long way.

by Jake Aguas, "The Leader's Minute" columnist, Orange County Register
Student in MA in Organizational Leadership
(c) Biola University 2007

Values: What Are They Worth?

Take a moment and reflect on a day in your life. What pressures and challenges do you face as a Christian leader throughout the day? How do you deal with them? How do you make the best decisions you can?How do you avoid compromise? How do you stay focused on living a value-driven life?

It is a tragedy that many people have given up on the possibility of maintaining their values. They have concluded that it is unrealistic and out of reach. Who can blame them? Don’t we all at times begin believing the voice within us and the voices around us that shout “It looks great on the big screen (or in the pages of the Bible), but it won’t happen in my world”? Ordinary people are giving up on living a value-driven life characterized by trust, meaning, truth, purpose, significance and faith.

Call me a hopeless optimist, but I believe it can be different. I believe that even in the face of our daily struggles and the obstacles placed before us, we as leaders can live more fully and more alive. I believe that we have the opportunity to stand in the face of it all and shout back, “I will not live a smaller life than I was created to live!” I also believe that living this type of life begins with each of us digging down deep and unearthing our core values.

What are our values? Christian psychologist Gary Collins writes, “Values are the foundational truths that anchor our lives, the things that matter to us most, the non-negotiable characteristics that best define our identities.” The problem each of us face every single day is that our struggles, pressures and obstacles begin to push our values down and out of our minds, hearts, and spirits. But there is good news: Although they are pushed aside and silenced by the pressures we face, our values still dwell within us like a volcano ready to erupt. Our values enliven us to live above the challenges and beyond our perceived limitations.

In my years of experience as a pastor, leader, and certified life/leadership coach, I have seen amazing things occur in the lives of people who take that optimistic step of faith and begin to clarify their core values. There are four significant things that I believe emerge in the lives of those who discover, clarify, and lead by their core values.

1. Core Values Motivate Us
2. Core Values Help Us Make Decisions
3. Core Values Are Foundational for Growth
4. Core Values Bring Inner Peace

“When people take time and make the effort to focus on their values – the things that matter most to them – they are much better positioned to thrive in the face of life’s daily pressures. Winning individuals, families and organizations have identified their values and apply them to daily living. When they face crucial decisions and times of crisis, value driven people are able to respond quickly and appropriately.” -Gary Collins

So once more I ask, What are values worth? What would it be worth to live like this? How would it feel to live with greater motivation, a greater ability to make the right decisions, to know you are growing and to experience peace?

Contact me today at 760-512-0765 or watersedgecoach@yahoo.com if you are interested in learning more about clarifying your core values.

Michael J. Coffey, Certified Life Coach and Founder of Water’s Edge Unlimited
Student in MA in Organizational Leadership

Setting Goals the S.M.A.R.T. Way

Whether you prod your child to reach a weekly reading goal, or coach an employee towards success, a simple, structured method for goal-setting is the key. Too often, we get distracted and lose focus on a destination, or decide that our goals are too far out of reach. When setting goals, make a list, then filter them through the following SMART criteria to ensure that they are:

SPECIFIC:
Define your goals clearly and with focus. Think about what you are going to do, and why this is important to you, before you plan how to do it. Remember: “If you aim at nothing, you’re bound to hit it”!

Specific Goal: To lose one inch off your waistline by walking two miles per week in order to feel healthier.

Poor Goal: To lose weight.

MEASURABLE:
If you can’t measure it, you can’t manage it! Measuring helps to keep us accountable for the task at hand and allows us to experience the feeling of achievement as we move towards our goal. It also encourages us to consider doing things differently early in the process, especially if our results are not what we would like them to be at specific target dates.

Measurable Goal: To read five books of 200 pages or more before my 30th birthday in four months.

Poor Goal: I want to be a good reader.

ATTAINABLE:
Goals need to be “conquerable” and should not be too far out of reach. Healthy goals will stretch you slightly so you feel that you can do it, but only through commitment and a dedicated mindset. Achieving the goal will provide a feeling of accomplishment, which then creates momentum and motivation to continue setting and reaching new goals. Set yourself up for success by starting small and work your way towards bigger goals!

Attainable Goal: Take a Spanish class at the local community college next semester and join a conversational Spanish club.

Poor Goal: Learn Spanish in one week.

REALISTIC:
Goals need to be real, meaning that the resources are available and the skills exist to get the task done legally and ethically. In the business marketplace, goals are measured against corporate values to ensure that the goals fit within the overall strategy of the company. If the goal is unrealistic, you increase the odds of failure and if the goal is too easy, you risk the possibility of cheating yourself from reaching your full potential.

Realistic Goal: Become certified in First Aid and provide basic support to those in medical need.

Poor Goal: Perform Heart Surgery without any medical training or licensing.

TIMELY
Lastly, set a timeframe for the goal. Using incremental target dates will monitor your progress and keep you on track. If you don’t set a specific target date, commitments become vague and will fall off the radar quickly.

Timely Goal: Design outline by Tuesday the 9th; prepare a rough draft by Friday the 12th; integrate final edits by Monday the 15th; and turn in a final report on Friday the 19th.

Poor Goal: Get the report done in the next few weeks.

Try using the SMART criteria the next time you set goals, both personally and professionally. You’ll find that this process bears fruit quickly!

It was character that got us out of bed, commitment that moved us into action, and discipline that enabled us to follow through – Zig Ziglar

Jake Aguas
from "The Leader's Minute," Trabuco Canyon News
Student in
MA in Organizational Leadership
(c) Biola University 2007

Leaders. . . Born or Made?

Are leaders born or made? This question continues to dominate the study of leadership today.  Volumes of research have been written. But there is little to no conclusive evidence either way. The topic of leadership remains elusive. However some of the contributing factors or origins of leadership have become clearer with 50 years or more of study. While no predictive model exists, we know something about "what leads to leadership."

     One difficulty in discussing the topic is definition. Burt Nanus and Warren Bennis report some three hundred and fifty definitions of "leadership" that leadership researchers have generated over the last thirty years.1 Jay Conger follows John Kotter's lead by defining leadership with three dimensions:

   

Leaders are individuals who establish direction for a working group of individuals, who gain commitment (Kotter: "aligning") from these group members to this direction, and who then motivate these members to achieve the direction's
outcomes.2

    This definition is broad enough to allow for a wide variety of leader behavior. For example, setting direction can range from establishing strategic direction for the corporation to setting daily production goals for a team or individuals. Secondly, a leader need not exercise all three elements to be a leader in the eyes of others. Leaders can be found all over organizations fulfilling one or all of these roles.

     Developing some clarity about the "born-or-made?" debate is essential to a discussion of leadership training. The current consensus is that it is both. In a majority of cases, genetics and early family experiences play the significant role in developing the personality and character needs that motivate the individual to lead. They also contribute to the development of the intellectual and interpersonal skills necessary to lead.

    But the majority of researchers today believe that the origins of leadership go beyond genes and family to other sources. Work experiences, hardship, opportunity, education, role models and mentors all go together to craft a leader. An important assumption in this theory is that the raw material essential in people in order to lead is not scarce. The lack of needed leaders is a reflection of neglected development rather than a dearth of abilities.

    Current research suggests that experiences on the job play an important catalytic role in unlocking leader behavior.3 There seems to be no substitute for learning through doing, making mistakes and improving with time. Kotter surveyed two hundred executives at highly successful companies and interviewed twelve individuals in depth. He concluded that early in their careers his leaders had opportunities to lead, to take risks and to learn from their successes and failures.

He specifically identified the following as important developmental opportunities:

(1) challenging assignments early in a career,
(2) visible leadership role models who were either very good or very bad,
(3) assignments that broadened knowledge and experience,
(4) task force assignments,
(5) mentoring or coaching from senior executives,
(6) attendance at meetings outside a person's core responsibility,
(7) special development jobs (executive assistant jobs),
(8) special projects, and
(9) formal training programs.4

    From these studies certain types of work experiences emerge as the primary developmental forces behind leadership. For example, challenging and multi-functional work assignments taught self-confidence, toughness, persistence, knowledge of the business, skill in managing relationships, a sense of independence, and leadership. Hardship taught personal limits and strengths, while success bred confidence and an understanding of one's distinct skills. Diversity in experiences developed breadth and different bosses modeled values and taught key lessons. This mix set the stage for leadership ability to take hold.

    Opportunity cannot be overlooked. Frequently circumstances beyond all of the players' control led to opportunity for leadership to emerge.Thus, leadership must still be understood as a complex equation of birth and early childhood factors, shaped by later life experiences and opportunity.

     Conger and others in the "leadership is learned" (to some degree) school see opportunity in two lights. There is the opportunity of unforseeable circumstances mentioned above and there is the opportunity that can be designed and managed by those responsible for leader development. But he cautions that the best designed programs of leadership development - whatever their structure or intensity - are contingent on the motivational desire of the candidates. It appears that many gifted leaders choose not to lead when given the opportunity. The price is too great, the timing not right, the rewards too small and they settle for something else.5      

     Elements of leadership can be taught. But to be successful, training must be designed to (1) develop and refine certain of the teachable skills, (2) improve the conceptual abilities of managers, (3) tap individuals' personal needs, interests, and self-esteem, and (4) help managers see and move beyond their interpersonal blocks.

    The leadership training programs now available throughout the U.S. (and the world) can be broken down into a similar four emphases. Each of the leading companies providing leadership development seem to emphasize one of the following four factors over the others (though all tend to include some aspects of the other three as well): (1) leadership skills development, (2) conceptual thinking, (3) personal growth experiences, or (4) feedback.

    Biola University's Master's Degree Program in Organizational Leadership is designed to incorporate all four of these leadership development emphases while it focuses on those elements of leadership that can most effectively be taught in a highly dynamic university setting.

By Dan Maltby
Director for
MA in Organizational Leadership
Biola University
~ Distance Now Available ~

FOOTNOTES:
1 W.G. Bennis and B. Nanus, Leaders: The Strategies of Taking Charge (San Francisco: HaperCollins, 1985).
2 J. Conger, Learning to Lead, (San Francisco: Jossey-Bass, 1992), 33.
3 W.M. McCall, M.M. Lombardo, and A.M. Morrison, The Lessons of Experience (Lexington, Mass: Lexington Press, 1988), 3-5.
4 J.P. Kotter, A Force for Change: How Leadership Differs from Management (New York: Free Press, 1990), 124-125.
5 Ibid, Conger.

The Power of Passion

Many influential people cross my path in the banking business.  What is most fascinating are the qualities that separate successful leaders from those not so successful.  Even more intriguing are the intangible qualities shared by those who are successful.  There are many qualities that drive leadership success, but there is one major distinction:  PASSION.

A group of self-made millionaires were asked to list the qualities that contributed to their success and to rate the importance of each.  The final tally is instructive:  Ability = 5%; Knowledge = 5%; Discipline = 10%; Attitude = 40%; Enthusiasm = 40%.  In other words, these business leaders claim that 80% of their success is a direct result of their passion for what they do.

John Schnatter knocked out a broom closet and opened a pizza store in 1985.  His business grew from one store to 46 stores in no time.  Eventually, he was opening 30 stores per month, an average of one-a-day.  When asked about the company’s meteoric success, one analyst replied:  “It’s very simple … pizza is his life and he takes it seriously.  He eats, sleeps and breathes pizza.  John is passionate about pizza.”  Today, Papa John’s Pizza has grown to approximately 3000 stores in 49 states and 29 international markets. 

Got Passion?  A great attitude and focused enthusiasm will carry you a long way.

By Jake Aguas
Student at
MA in Organizational Leadership
Biola University
~Now Offering Distance Education~

Taken from: The Leader's Minute' column in the OC Register

Significance

I recently asked a group of colleagues to name individuals whom they admired as leaders and received a list of some of the most well-accomplished people in business, sports and the entertainment industry. Donald Trump, Tom Brady and George Lucas emerged as the most popular choices. Contrast this with the responses I received when I asked a few children the exact same question. They were quick to point out their teachers, grandparents, parents, siblings, coaches and friends as their most-admired leaders.

As adults, it is easy to draw a line from A to B and solely define leaders as those CEO’s who command enormous salaries, or those athletes who continue to break records. But the truth of the matter is that children see leadership in its purest form – significance. They are not necessarily inspired by material possessions or fame. Instead, they see leaders as people who have influenced their lives. They are encouraged by the people around them who teach them math, play soccer in the backyard, or catch bugs with them.

There is a very valuable lesson to be learned here. If you want to be an effective leader in your business or personal life, make sure that you seek to be significant in the lives of others. Spend time developing your employees and invest time in your family. In 25 years, people may not remember the CEO that turned a technology company around, or the name of the team that won the World Series in 2007, but I guarantee you that they will remember the name of their favorite elementary school teacher, or the person that taught them to swim. Be significant.

A hundred years from now it won’t matter how much money I had in a bank account, how big of a house I lived in or what kind of car I drove. What will matter is that I have made the difference in the life of a child. – Anonymous

by Jake Aguas
Student in
MA in Organizational Leadership
first published in "The Leader's Minute," Trabuco Canyon News April 2007

(c) Biola University 2007