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Leaders do not need answers.
Complacent organizations can coast along for years before anyone notices the enormity of the problem — and that coasting is one step away from irrelevancy.
Leaders do not need answers.
Leaders do not need answers.
Leaders do not need answers.
There is a temptation to make decisions that seem right in the moment but may not be the best for the future. Suzy Welch has a method to help put immediate feelings in a longer perspective. It is called 10/10/10 and utilizes three questions to ask about decisions.
As diverse and idiosyncratic voices become a part of our external community, leaders have the challenge of cultivating communities where trust binds people together and diverse views are welcomed.
All of us have a bias toward the familiar. Chip Heath and Dan Heath suggest questions that can mitigate against doing only what first comes to mind.
When did you ever learn the most in your life? What experience? I guarantee you’ll tell me it was a time you felt at risk.
A fruitful exercise is to name as a group where you most hope God will lead your church in this next year. What will be different a year from now? What will increase? What will change? After doing this exercise, then you are ready to use this question to see how much attention you have given those things you most want to happen.
A fruitful exercise is to name as a group where you most hope God will lead your church in this next year. What will be different a year from now? What will increase? What will change? After doing this exercise, then you are ready to use this question to see how much attention they are receiving:
There is a temptation to spend all of our attention on tasks and activities while forgetting our purpose. Scott J. Jones offers three questions for meeting agendas to help churches and ministries remember why they exist.
This article is reprinted by permission from Leading Ideas, a free e-newsletter from the Lewis Center for Church Leadership of Wesley Theological Seminary available at churchleadership.com.