When it’s only you, then you can be very flexible – do what you want to do when you want to do it. (not really true, but many solo entrepreneurs experience the world this way) Once you get a team ( for this discussion, 2 or more people), then the status changes. You must then plan the scope and sequence of the work.

Many leaders of major companies treat their systems and processes like the company is small – making dramatic changes and starting the change right away – planning the day on the fly – running meetings but the seat of their pants – just making autocratic decisions and not utilizing project teams or work centers for multi-tasking and working on multiple priorities, just to name a few.

If you want a big company, then develop systems that support the opposite of the situation describe above.

Effective leadership inspires effective work from those whom you lead. The output of the team is in direct proportion to the clarity of their vision about roles, responsibilities, and functions as a team.

TIP: If you don’t like to have your time wasted, then respect the time of those whom you lead by developing systems to achieve maximum results from your great teams.

- Henry Ford

In reading a blog post by Jeffry Harlow in Unpacking Ideas, I was motivated by this comment, “In short, the heart of transformational leadership is that everyone involved in our organization has confidence that our leadership team believes in, clings to, and tenaciously implements our mission.”

We as leaders must be confident in the mission that God has called us to lead. Going from believing to knowing is a maturity in leadership that comes from clearly articulated goals to accomplish the mission. Trust comes from the authenticity manifests and creates trust within the team.

We strengthen relationships by building trust with those whom we lead through clarity of vision and authenticity of commitment.

- William James

I just read a post by Mac Lake titled When Leaders Fall into Maintenance Mode. Which reminded me of some leaders I have net recently who have given up on the church and on themselves.

Each of us is called to lead from where we are – now. Each of us is called to give God our best – regardless of the situation.

Some leaders give up and fall into maintenance mode because of the situation they find themselves in. Our vision comes from God, so it is our duty and delight to continue to grow as leaders and be the champion for the vision God has given us.

Create a solid foundation by  writing down your goals and sharing those goals. We are in a community of faith, so share with those in the community. Enthusiasm and motivation are both given and received by leaders.

What will you do today to be sure that you are motivated?

What will you do today to be sure that those you lead have a chance to be motivated? – by you?

As Paul said, “And be not conformed to this world: but be ye transformed by the renewing of your mind, that ye may prove what is that good, and acceptable, and perfect, will of God.” Romans 12:2

How will you transform yourself and those whom you lead today?

Build a strategy beginning with your core values, your vision and mission, and your long-term strategic objectives.

You’ve got to think about “big things” while you’re doing small things, so that all the small things go in the right direction. – Alvin Toffler

The hues of the opal, 
the light of the diamond, 
are not to be seen 
if the eye is too near.
- Ralph Waldo Emerson

A mind troubled by doubt cannot focus on the course to victory.
- Arthur Golden

Knowing the score is basic preparation for the conductor. You can’t even consider conducting a rehearsal or performance without thorough knowledge of the score. It is also critical that you develop a plan for teaching the music and enabling your unique interpretation. In fact, rehearsals don’t always go as you have planned, so having a back up strategy and a back up for the back up are also essential. Knowing the score and having a clear vision of the final result enables the conductor to develop the strategy for leading the ensemble to the place of excellence captured in the vision of the conductor – the leader.

Transfer this planning element, this level of preparation, this commitment to excellence to other areas of leadership. Knowing the score equals knowing your goals and objectives, which is having a clear vision of the results you want to achieve. If you prepare for committee meetings, board meetings, or for staff gatherings like a conductor prepares for rehearsal, how much different would the results be? Typically, a conductor will spend 2 to 3 times the amount of time scheduled for rehearsal in preparation for that rehearsal. This is because the conductor understands the relevance between preparation and achieving excellence.

Look at your goals for the year and evaluate your progress. If you don’t have goals, here’s what I suggest. Write 3 goals. Two goals are for your organization for areas that you can have an impact as leader, and one additional goal is personal, such as fitness, spiritual growth, family or home, etc. Make the goal specific and timed and share it with 3 other people that will help you be accountable. Accountability equals achievability.

Here’s my format for goals:

* Specific Goal (be very specific)
* Completion Date
* Relationships needed to complete the goal
* Obstacles in reaching the goal
* Benefits in achieving the goal

Here are two secrets that I share with my coaching clients that make a difference in achieving the goal. First, be sure to share it as I suggested above, then identify the benefit in reaching the goal. These two factors will raise your potential of success tremendously.