Archives For Delegation

15 Insights From Catalyst Dallas

May 14, 2011 — Leave a comment

I’ve spent the last 3 days at the Catalyst Conference in Dallas. Catalyst is such a great event loaded with great leadership teaching, fantastic worship, inspiring stories from culture-shaping leaders, and hilarious creativity. This year’s theme was “Take Courage.” Here are a few of my favorite takeaways from the event:

1.   A single act of courage is often the tipping point for something extraordinary to happen - Pastor Andy Stanley shared this thought in the opening session and then described three faces of courage:

  • Courage to stay when it would be easier to go.
  • Courage to leave when it would be easier to stay.
  • Courage to ask for help, when it would be easier to pretend that everything is okay.

Stanley observed that you never know what hangs in the balance when God says to stay while others say to go or when God says to go when it would be easier to stay. He said the only thing we should fear is waking up one day and being outside of God’s will.

2.  Our response to fear is either to seek to be safer or seek to be braver - Gary Haugen from the International Justice Mission made this observation and then observed that we want to know with certainty the path to take, how much it will cost, and be assured that it will be successful. Haugen says, “You can experience your power safely or God’s power dangerously.”

3. Creative Idea + Organization & Execution + Community Forces + Leadership Capability = Making Ideas Happen - Scott Belsky, CEO of Behance, shared this formula as a process to turn great ideas into reality.

4. We are living somebody else’s to do list. Don’t surrender to reactionary workflow - This was another great insight by Scott Belsky. He observed that most leaders live in reactionary mode and abandon the essential practice of finding quiet spaces to think and reflect. This practice helps us be proactive.

5.  You can’t equate the blessed life with the safe life. The purpose of life is not to arrive at death safely - Christine Caine, founder of the A21 Campaign, shared this principle as she championed the cause of justice.  Christine works relentless to see slaves freed.

6. Compassion is never compassion until you roll up your sleeves, cross the street, and show compassion - Another great insight from Christine Caine.

7.  Joseph’s power was not about being powerful. It was about saving lives - This quote from Donald Miller as he shared about the life of Joseph was a great reminder of the purpose of leadership, power, and influence.

8. If you’re not dead, you’re not done - These are Craig Groeschel’s words of encouragement to the older generation followed by a challenge to invest in young leaders by delegating responsibility, not just tasks.

9. You can’t speed up maturity…it takes time - Craig made this challenge to the younger generation, reminding them of the importance of maturity and faithfulness.

10. You overestimate what God wants to do in the short run and grossly underestimate what God wants to do in the long run - This was another challenge Craig Groeschel made to the younger generation.

11. If you want to be over, learn to be under with integrity - This was Groeschel’s challenge to the young generation. He also reminded the audience of Andy Stanley’s words to leaders serving under a senior leader: “Honor publicly results in influence privately.” By honoring your leader publicly, you’ll gain influence with them in one-on-one meetings.

12. Admit your failures - Although this sounds like an obvious lesson, Scott Harrison, CEO of Charity: Water, used it to powerfully illustrate the value of transparency in leadership. Scott gave an example of drilling for water and the effort failing. They posted the video to their donors and didn’t try to candy coat the failure (even though 95% of the time they are successful). This transparency has only deepened respect from donors for the organization.

13. Do you teach your people that sin is an external activity or a state of the heart? Do you train people to attack the root or the branches? - These were questions Pastor Matt Chandler posed followed by the challenge that, “Most people don’t deal violently with sin.”

14. Your fully exploited strengths are of far greater value to your organization than your marginally improved weaknesses - Pastor Andy Stanley shared these words in his closing session. Some of his ideas included:

  • The less you do, the more you accomplish
  • The less you do, the more you enable others to accomplish
  • Only do what only you can do
  • Great achievers are not well-rounded. They are men and women who play to their strengths and delegate their weaknesses. Don’t focus on being well-rounded; focus on developing a well-rounded organization.
  • Your weakness is somebody else’s opportunity
  • Stress is often related to WHAT you are doing not HOW MUCH you are doing. Your sweet spot gives you energy.

15.  Get in the habit of saying to your team, “I’ll let you decide that.” This is the greatest way to develop leaders - Andy Stanley noted that when the organization’s key leader makes all the decisions, they become the bottleneck to leadership development.

Those are my 15 insights gleaned from this year’s Catalyst Conference in Dallas.

Question: What insights could you add to the lessons above? If you attended Catalyst, what lessons would you add?

 

In Church, Culture, Leadership, Organizations, Personal Growth Church, Courage, Delegation, Execution, Failure, Leadership, Organizations, Personal Growth, Perspective, servant-leadership, Strengths
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The R.E.E.D. Practices: How to Elevate Your Team Members’ Performance

April 25, 2011 — 2 Comments

Most leaders understand the importance of growing their team members to maximize their personal growth and organizational contribution. However, we’re often missing a piece to the puzzle…and sometimes more than one piece. The key is to understand the R.E.E.D. Practices to elevate the performance of your team members: Resource, Equip, Empower, and Develop.

Resource - Team members must be resourced with the right tools to do their job. These tools can include everything from equipment, to technology, to budgets. Imagine asking a pilot to do his job without an airplane. As ridiculous as that sounds, employees too often are asked to deliver exceptional results without the tools to make it possible. The practice of “resourcing” is the bare bones basics of preparing team members’ to win.

Equip - Every job has a specific set of technical skills necessary to see that job successfully executed. These skills might be related to operating equipment, using software, following specific processes, making sales, or any number of technical skills. These skills are essential to success and often describe what the employee was hired to do. When leaders practice “equipping,” they are training their team members with the foundational skills and knowledge to do their job.

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In Church, Leadership, Organizations, Personal Growth Delegation, Leadership, leadership development, Organizations, Personal Growth, Teams
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The Forgotten Ingredient in Playing to Your Strengths

November 19, 2010 — Leave a comment
If you’ve been in leadership circles for long, you’re familiar with the phrase, “Play to your strengths.” I believe it completely! It makes all the difference in the world when it comes to delivering sustainable results and cultivating long-term employee satisfaction. But there’s one point that is often misunderstood.

As I’ve talked with other leaders who believe deeply in maximizing their strengths, sometimes they overlook their weaknesses to their demise. And when you confront them on the issue, they quickly and unashamedly say, “But that’s not my strength.” I get it! And I’m glad they get it. But if that’s where your view of weaknesses ends, there’s something that you don’t get: Compensation.

No, I’m not talking about money. Nor am I talking about your benefits package or your desire for a pay raise. I’m talking about compensating for your weaknesses. I’m talking about more than being blissfully aware of your strengths-I’m talking about being responsible in what you do about your weaknesses.

I’ve come to realize quite clearly what I do well. I understand what puts wind in my sails. And I work as hard as I can to play to my strengths as often as I can. Gallups research indicates that less than 2 out 10 people get to play to their strengths most of the time at work. That’s a travesty. And honestly, I couldn’t imagine being one of the 8 out 10. But I also understand what I don’t do well. I know what deflates me and what weaknesses have the potential to derail me. But a weakness is okay as long as I compensate for it. Otherwise, my weakness will turn into a liability…for me and the organization. 

I know this: If I don’t find ways to compensate for my weaknesses, the day will come where  I’ll no longer get to play to my strengths. Why? Because I’ll be out of a job. Why? Because while employers love the idea of employees playing to their strengths, there’s one thing most employers love even more…knowing that the job is getting done. All of it! The moment your weakness becomes your organization’s weakness, you’ll be standing in the unemployment line. It’s not enough to acknowledge what your weaknesses are (although that’s where all of us must start). You also need a plan that helps you navigate your weaknesses. Anything less is irresponsible.

So if you don’t know what your strengths are, find them. And once you find them, play to them. And as you play to them, hone them. But in the process, don’t forget that tiny big issue-compensate for your weaknesses. Here’s how:

1. Identify a Partner: Who can you partner with (that has a different set of strengths) allowing both of you to spend more time playing to your strengths?

2. Make People Development Your Top Priority: Most employees spend more time doing the work than developing people. The best leaders are people developers. The more people you develop, the more work you’ll get done through others.

3. Delegate Without Dumping: Who can you delegate your weaknesses to (for whom they are a strength)? This might include fellow employees, interns, or volunteers. When you delegate a weakness to someone for whom it is also a weakness, you’re not delegating…you’re dumping. Delegating is a powerful reality–for you and the person you’re delegating to–so long as it is done right.

4. Outsource: Who can you hand weaknesses off to outside of the organization via outsourcing? Are there companies, organizations, services, or hungry college students looking for extra work?

5. Evaluate Alignment: Is your role aligned so much with your weaknesses that you need to move into a new role all together? This is a tough admission, but one that requires total honesty. It’s unrealistic to expect to spend significant amounts of time playing to your strengths if your current role doesn’t need your strengths. While easier said than done, you have to put together a plan to make a change in roles…even if it requires going back to school or putting together a long-term transition plan.

Question: What does your compensation plan look like? 
In Leadership, Personal Growth Delegation, leadership development, Strengths, Weaknesses
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When Your Leader Expects Action Without Giving Authority

January 18, 2010 — Leave a comment

In an address to the House of Commons during the Second World War, Winston Churchill said, “I am your servant. You have the right to dismiss me when you please. What you have no right to do is ask me to bear responsibility without the power of action.” If you’ve led for very long, there’s probably a story somewhere in your journey of a leader who expected you to take action without giving you authority. This is a common experience, especially for young leaders.


So what causes this expectation for action without the authority to deliver? While the reasons may be many, I’ve observed two: a lack of trust or misaligned priorities. When leaders can’t trust a team member, there will always be a pause in their willingness to delegate authority. Young leaders must often borrow authority which means the leader lending it has to discern what kind of return on investment the delegated authority will bring. He understands that at the end of the day, delegated authority reflects on him. If there is a lack of trust, he knows that it will have a direct bearing on his return on investment, and as a result, create a negative reflection on him. This lack of trust can result from character flaws, a previous breach in trust, or a gap in competency. Until trust is established to an appropriate level, there will always be tension between an expectation for results and the authority needed to deliver those results.

Misaligned priorities can also feed the “action without authority” dilemma. This issue arises when the leaders expectations do not match the team member’s priorities. When this happens, the team member expends energy on activities that, in the leader’s mind, offer little value. They might be important to the individual, but seen as a distraction or low-priority area to the leader. When a team member’s priorities are not aligned with a leader’s expectations, the leader is rarely willing to delegate authority because they simply do not see the value in it. If a leader is going to lend authority, they want to make sure it’s going to advance the right initiatives.

One final thought–authority must ultimately be earned. John Maxwell captured this well when he noted, “When we first give authority to new leaders, we are actually giving them permission to have authority rather than giving them authority itself. True authority has to be earned.”

If you are wrestling to gain authority to move the ball down the field, ask yourself two questions. First, “Is there a deficit in my trustworthiness for the level of authority I’m requesting?” If so, what can you do to build trust? Are there smaller “actions” you can take that will build confidence in your leader? If you cannot use your current level of authority to take meaningful action, then why should you be entrusted with increased authority? Do something with what you’ve got to add value!

Second, “Am I investing time, energy, and focus on the priorities that are important to my leader?” If you’re not, is it because you are unclear about those priorities? Are those priorities outside of your gifts and passions? Or have you simply not taken the time to consider the value of these priorities and the impact they can have on the organization? Answering these questions can help you build trust, deliver results, and eventually earn authority.
In Leadership Authority, Delegation, Empowerment
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Leadership Bottlenecks

August 29, 2009 — Leave a comment

There are common barriers to growth often encountered in the leadership journey. These barriers are usually more like bottlenecks–what I refer to as “leadership bottlenecks.” They are limitations in progress created, often unintentionally, by the “narrowing” of a leaders thinking.

One of the classic leadership bottleneck stories in scripture is found in Exodus 18. People were standing in line, all day and night, waiting to ask Moses questions about God’s will concerning their disputes. Moses would judge right from wrong and inform them of God’s law. This process repeated itself day after day until his father-in-law, Jethro, pointed out Moses’ bottlenecks and prescribed the appropriate changes. Moses was suffering from three specific leadership bottlenecks:

1. The Priorities Bottleneck - The priorities bottleneck occurs when a leader tries to cram too many priorities into the narrow space of their life and leadership. Jethro challenged this bottleneck head on when he told Moses “This is no way to go about it. You’ll burn out, and the people right along with you. This is way too much for you–you can’t do this alone.” (Exodus 18:17-18, The Message). Jethro continued by outlining three priorities for Moses: Point Leadership, Teaching, and Leadership Development. Moses was to be “the people’s representative before God,” teach the people God’s law, and select and release capable leaders. That’s it! Nothing else!

2. The Authority Bottleneck - The authority bottleneck occurs when a leader refuses to release decision-making power to others. The leader that has to make every decision–essentially becoming an authority hog–will never grow their church or organization beyond their own decision-making capacity. Eventually the number of decisions will overwhelm their capacity. Typically “authority hog leaders” do not trust their team to make the best decisions. These leaders are prone to give assignments without the authority to carry them out. Teams without decision-making authority are nothing more than researching and reporting assistants limited by the bottleneck of their leader’s “trust deficit.” 

3. The Delegation Bottleneck - When a leader hogs the authority, they will obviously experience a bottleneck in their willingness or ability to delegate opportunities to others. However, a delegation bottleneck can also occur when a leader lets “doing” overshadow “developing.” “Doer Leaders” have influence because of their ability to get the job done. Their bottom-line results speak for themselves. But “Doer Leaders” will always be limited by time. If they can’t get it done in 24 hours, it simply won’t get done. And nobody can maintain that kind of pace long-term. That’s why leaders must be “Developer Leaders.” Developer Leaders focus their time and energy on developing people. They understand that unless leaders are developed, they will always face a delegation bottleneck. Every opportunity requires a leader to run with it. When the leaders run out, delegation comes to an end and the opportunities fall into the chasm of unfulfilled dreams.

Questions: How have you experienced these leadership bottlenecks? What other bottlenecks have you observed in leadership?

In Leadership Bible on Leadership, Decision-Making, Delegation, Leadership, Priorities
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Three Ingredients to Effective Delegation – Pt 3

July 23, 2009 — Leave a comment

The first ingredient to effective delegation is Priority Assessment. Before you delegate responsibility, you must first know what you can’t delegate. The second ingredient is Team Empowerment. Team empowerment is all about identifying what you can delegate and who you can delegate it to. The final ingredient of effective delegation is Monkey Management. The basic idea of Monkey Management is that anytime you take on responsibility from another person, you are essentially letting the monkey jump from your co-workers back to your own back. The idea of Monkey Management is nothing new, but it still has great value today. The concept was made popular in a book by Ken Blanchard, Bill Oncken, and Hal Burrows titled, The One-Minute Manager Meets the Monkey. The book articulates The Four Rules of “Monkey Management.”


Rule #1: A boss and a staff member shall not part company until appropriate “next moves” have been described. The authors note, “The monkey is not a project or a problem; the monkey is whatever the ‘next move’ is on a project or problem.” How many times have you sat in a meeting where the next steps were never clarified. There may have been great discussion, but an executable plan was never determined. Monkey management begins by determining what should be done with the monkey (the area of responsibility).

Rule #2: The dialogue between boss and staff member must not end until ownership of each monkey is assigned to a person. The authors observe, “All monkeys must be handled at the lowest organizational level consistent with their welfare.” If you spend all of your time working on other people’s monkeys, you’ll have no time to work on your own. You must move from reacting to other people’s monkey’s to proactively keeping their monkeys off your back so you can focus on your own monkeys. Otherwise, you’ll find yourself simply coping.

Rule #3: The dialogue between boss and staff member shall not end until all monkeys have been insured.
The more freedom you give your people, the more risk there is that a mistake will be made. Monkey insurance is designed to make sure your team only makes affordable mistakes. There are two types of monkey insurance policies: Recommend, then act OR act, then advise. The level of risk determines which approach the leader should take.

Rule #4: The dialogue between boss and staff member shall not end until the monkey has a check-up appointment. There are two purposes of monkey checkups. The first is to catch people doing something right and then offer praise and encouragement. The second is to spot problems and then take necessary action to correct the problem before it turns into a crisis.

So here’s how the three ingredients of delegation work together.
  • Priority Assessment insures you are doing the right things with your time.
  • Team Empowerment insures you’re delegating the right things to the right people.
  • Monkey Management insures that what you delegated (the monkey) does not jump onto your back again. Delegation was never meant to be a boomerang. Once you let it go, somebody else should own it.

Question: Which “monkeys” keep jumping onto your back? What are you doing to allow this to happen? Which “monkey management rule” do you need to start practicing?
In Leadership Delegation, Leadership, leadership development, Mentoring, Time Management
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Three Ingredients to Effective Delegation – Pt 2

July 22, 2009 — Leave a comment
Yesterday I began a 3-part series of posts on delegation outlining three ingredients to effective delegation. The first ingredient is Priority Assessment. Priority Assessment is the process of identifying your highest priorities using the sweet spot of three intersecting priority areas: Job requirements, personal strengths, and investment return. Delegation doesn’t start by giving away responsibility–it starts by understanding which responsibilities you can’t give away.

The second ingredient of effective delegation is Team Empowerment. Team empowerment involves a five-step process as it relates to delegation. Each step includes a question:

1. Assessment: Which responsibilities and opportunities should I delegate to others?
  • Anything that somebody can do 80% as well as me
  • Everything outside my core strengths and passions
  • Everything I enjoy doing but provides a poor return for my investment of time
  • Everything that a leader at my level should not be doing
  • Everything that a leader serving in the same role as me in an organization 20% bigger than mine is not doing

2. Assignment: Who should I delegate these responsibilities and opportunities to?
  • Paid staff – Your assistant and team members
  • Interns – College students/interns serving with your church or organization
  • Volunteers – This is particularly relevant in non-profits
  • Vendors – Sometimes the best way to delegate is by hiring an outside vendor or service

3. Authority: What authority do I need to release so that team members will excel?
  • Project Authority – This is the opportunity to “do” a project or task and includes the authority to make decisions about the execution of the project.
  • People Authority – This is the opportunity to lead people combined with the authority to make decisions about how best to lead others.

4. Accountability: What questions do I need to ask my team to hold them accountable for their responsibilities?

5. Affirmation: How can I best support and encourage my team members?

Captain Michael Abrashoff noted, “If all you give are orders, then all you will get are order takers.” Empowerment is about much more than telling people what to do. It’s giving them clear responsibilities and opportunities, the authority to make decisions, holding them accountable for their decisions, and affirming their efforts.

Questions: What responsibilities do you need to delegate? Who can you delegate them to? What authority do you need to provide?

In Leadership Delegation, Empowerment, leadership development, Mentoring, Time Management
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Three Ingredients to Effective Delegation – Pt 1

July 20, 2009 — Leave a comment

Delegation is a critical part of the leadership journey. Not only does it free you to focus on your priorities, it enables you to intentionally release others to lead. In the next three posts, I want to address three essential ingredients to effective delegation. The first ingredient is Priority Assessment. Priority Assessment is the process of identifying your highest priorities using the sweet spot of three intersecting priority areas.

Priority Area #1:Job Requirements- There are certain aspects of a leader’s job that only the leader can do. In a local church context, these “requirements” might include clarifying and casting vision, serving as the primary communicator, and raising resources. This can vary from one situation to the next depending on different dynamics. When you are crystal clear about your non-negotiable job requirements, you can essentially give yourself permission to delegate everything else. Question: What is in my job description that nobody but me can do?

Priority Area #2: Personal Strengths – A leader is going to find the greatest fulfillment and make their greatest contribution through their strengths. When awareness of strengths increases, the clarity for greater impact also increases. The key is to align personal strengths with the right organizational opportunities. Effective leaders have learned to play to their strengths and delegate their weaknesses. It almost sounds heartless, unless of course, your weakness is a strength for the person you delegate it to. Question: Which of my gifts, abilities, skills, and passions maximize personal fulfillment and organizational impact?

Priority Area #3: Investment Return – The idea of “investment return” is sometimes the longest bridge for leaders to cross. Why? Because it requires leaders to admit that some things they enjoy doing may not actually generate the greatest return for the church or organization. For example, if you love designing websites–perhaps it’s even a strength–it may not the best use of your time as a leader. This doesn’t mean it’s not important, it’s just not important for YOU to do it. There are likely other areas that will generate a far greater return on your investment of time. Question: What gives the church or organization the greatest return on the investment of my time?

Your general priorities will be revealed by your answers to the questions above. But where your answers overlap and intersect reveals your major priorities. Delegation doesn’t start by giving away responsibility–it starts by understanding which responsibilities you can’t give away. That list will be shorter than you think.

Question: Based on your answers to the three questions above, what are the 3-5 major priorities that represent the best use of your time? Give yourself permission to place everything outside of these major priorities on your delegation list.

In Leadership Delegation, Leadership, Priorities, Time Management
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Leadership Thoughts from Catalyst One Day

May 19, 2009 — Leave a comment

I spent Monday in Dallas at the Catalyst One Day Conference with Andy Stanley (Senior Pastor of Northpoint Community Church) and Craig Groeschel (Senior Pastor of Lifechurch.tv).  It was well worth the time. Reflecting on the day, here’s a few key take-a-aways worth any leader’s time.


Leadership Thoughts from Andy Stanley:
  • “A lack of momentum does not bother most churches, but it does both leaders.”  For many churches, lack of momentum isn’t bothersome until it affects finances.  What does that say about some churches?  Is money more important than mission?  True leaders are clearly bothered by a lack of momentum because they understand its direct bearing on the fulfillment of the church’s mission.
  • “Launching new things is expensive and disruptive.  That’s why most churches only tweak the old.”  Bill Hybels also provides some great perspective on this very issue when he asserts the danger of incrementalism.  Incrementalism is the enemy of innovation.  Tweaking the old is nothing more than incrementalism.  Momentum increases when you do something new or make major improvements, not when you simply tweak the old with incremental adjustments.
  • “You will have more momentum from one quality new program than from five mediocre programs.”  That’s  the power of focus.  Unfortunately, many organization’s add the new program to an already busy calendar.  As a result, programs compete for attention, volunteers, and resources.  It doesn’t take long for the one new program to quickly slide into the mediocrity of the five established programs.
  • “If you’re not evaluating the areas where you’re experiencing momentum, the clock is ticking down.”  Andy provided some great perspective by challenging leaders to not only evaluate the programs that are not working, but also the programs experiencing momentum.  Failure to evaluate the “successful” programs will undermine their future.
  • “Visionaries focus on ‘what.’  Managers focus on ‘how.’  The how question can kill momentum.”  A leader cannot build momentum if the “what” of his or her vision is shut down by managers seeking to uncover the “how.”  While the how must be answered, it cannot be done so without a clear what.  Managers are needed and bring great value to organizations.  But when a manager’s search for “how” becomes more dominant than the visionaries quest for “what” it’s only a matter of time before the organization returns to business as usual.

Leadership Thoughts from Craig Groeschel:
  • “If several times a year you don’t say, ‘this is going to hurt,’ then you’re probably not leading.”  There are times in leadership when you have to sit down and have the difficult conversation with others and tell them why the program they are leading needs to change or is no longer relevant.  If you do not have these conversations, you are trying to lead from a base of fear.
  • “Do you love the vision enough to make difficult people decisions?”  Not only must programs change, but people must change.  And when people don’t change, they have to be changed (if you know what I mean).  If the growth of the organization outgrows its leaders, the leaders must be replaced with higher capacity leaders. These are difficult decisions because our emotions are tied to them.  At the end of the day, your decision about people will determine how much you love your God-given vision.
  • “Limitations can be the greatest key to innovation.  Sometimes God provides by what we do not have.”  Sometimes leaders complain about the lack of money, people, and resources to accomplish vision.  But Groeschel asserts that you will often come up with your most innovative ideas when you are faced with limitations.  Limitations can be blessings in disguise that force you to think creatively.
  • “The higher the control you have as a leader, the lower the capacity leaders you will develop.”  Powerful statement!  When leaders micromanage or become the bottleneck for decision-making, they will simply attract followers while high-capacity leaders will look for other places to serve.  Leaders do not like to be boxed in by another leader’s unwillingness to let go of decision-making power.
  • “Delegating responsibility creates followers.  Delegating authority creates leaders.”  Another great statement!  Any leader can handoff a “to do list” of responsibilities to a team member.  But it’s not until you empower people with authority that they truly develop as leaders.  What’s the difference?  Delegating responsibility means giving somebody a specific list of tasks to complete.  When they’re done, they come back for a new list.  But delegating authority means you give team members the vision and then release them to accomplish it.  Rather than coming up with the plan for your team, release them to create the plan.  The difference between the two is who has the decision-making power.  Do you make the decisions as to what your team should do to get from A to Z, or do you empower your team with the authority to make decisions that will insure the vision is accomplished.    
  • “If you think you’re the only one who can do it right, you’re insulting God and His church.”  God has gifted His body to complete His work.  If you are the only person that can do it right (whatever “it” is to see your vision fulfilled), then you are insulting God’s ability to use others and the gifts He has deposited within them.
  • “Is the way you’re doing the work of God destroying the work of God in you?”  Craig Groeschel referenced this statement made by Bill Hybels.  It’s a clear warning against burnout and a challenge to keep your relationship with God front and center. 

Great insights from two great leaders.  Which one are you most challenged by?
In Church, Leadership Delegation, Leadership, Momentum, New Initiatives
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