Photo by ian dooley on Unsplash
Recently I read Build: An Unorthodox Guide to Making Things Worth Making by Tony Fadell. It’s part memoir, part leadership & organizational book. One that is worth picking up if you are a leader or a pastor. Many lessons are wrapped up in the story of his life and leadership.
Here are a few that stood out to me:
The best way to find a job you’ll love and a career that will eventually make you successful is to follow what you’re naturally interested in, then take risks when choosing where to work. He spends a lot of time talking about how to get started in life and your career. He said all the stuff they don’t and can’t teach you in college – how to thrive in the workplace, create something unique, deal with managers, and eventually become one – it all slaps you in the face the second you step off campus. No matter how much you learn in school, you still need to get the equivalent of a Ph.D. in navigating the rest of the world and building something meaningful. You have to try and fail and learn by doing. He goes on. So when looking at the array of potential careers before you, the correct place to start is this: “What do I want to learn?”
When you’re in your thirties and forties, the window begins to close for most people. Your decisions can no longer be entirely your own. That’s okay, too – great even – but it’s different. The people who depend on you will shape and influence your choices. We know this as we age, but we take extra chances when we’re younger.
The way I made decisions in my 20s isn’t how I make decisions in my 40s because my life is different. I’m going after other goals, and different things matter to me. In my 20’s, I focused more on building my platform and career. In my 40’s, I’m more focused on my kids and the people they are becoming.
It is crucial as we age to evaluate how we make decisions, what drives us, and what our willingness to take risks is.
Customers need to see that your product solves a real problem they have today – not one they may have in some distant future. Pastors need to think about this more when they preach. What is the tension your sermon speaks to? This doesn’t mean that should drive your sermon, but can you articulate what problem your sermon will solve? Do you tell people what it will solve?
Meetings should be structured to get you and the team as much clarity as possible. We’ve all sat in meetings that accomplished very little, that wasted time, or left us confused. The whole section on meetings was an excellent reminder for me. Does everyone leave a meeting with as much clarity as possible? Asking, “Are we clear on everything, and who will do what?”
A great deal of management comes down to managing your fears and anxieties. The longer I lead, the more I see how my past affects me. Now, your past can be a great teacher to make sure that you choose the right path in the future. But, if you don’t deal with your past, it will have a way of rearing its head in your present and potentially harm your future.
Many pastors and leaders make decisions based on their fear and anxieties without realizing it.
You must consistently check to see if you are acting out or making decisions out of your fears and anxieties. How much are they playing a role in your daily life?
You must pause and clearly articulate the “why” before convincing anyone to care about the “what.” Years ago, one of my jobs when I joined a team, was to find out the “why” behind what the church did. I spent months meeting with leaders, teams, and departments, asking, “why do you do what you do? Why did this ministry start? Why do we keep doing it?” Do you know what I found? Most people at that church could not articulate why they did what they did; they couldn’t articulate why they started something, only “what” they did.
What matters, it matters a lot. But, as Simon Sinek pointed out years ago, the why will always win the day, and you need to start there.
Many churches, teams, and companies can tell you what they do, but that isn’t as important as why you do something. Leaders must be clear and ensure their teams understand why they do something.
You cannot be afraid to disrupt the thing that made you successful in the first place. This is a hard lesson for leaders, no matter who they are. Especially if you created the thing that makes you successful, leaders must consistently ensure that what “got them there” doesn’t hold them back from what is next. This is why continuing to return to “why” you do something is so important.
If you have fifty people who understand your culture and add a hundred who don’t, you will lose that culture. It’s just math. The longer I lead anything, the more critical I see the culture of a church. The culture of the church decides what gets done and what is essential. Culture is how things happen. You can have the greatest strategy or ministry idea, but it will only be effective if your culture doesn’t fight against that.
The CEO sets the tone for the company – every team looks to the CEO and the exec team to see what’s most critical and what they need to pay attention to. This took me too long to learn. I used to think that if I said the right things, people would know what to do, but I’ve learned that my actions tell people what matters. Does starting on time matter? What things do I check and double-check? What stats do I check? Those things tell my team and our church what matters most.
Then as you lead, “Your team amplifies your mood.” Your team takes what you think is essential and passes it on. If you want to change your church, you must decide what is critical and start paying attention to that and amplifying that.
