After observing this for many years and spending time both in the pew and behind the pulpit I have reached some personal conclusions.  Overall, the majority of times when there are serious problems the churches have not had effective pastoral leadership.

The ultimate tragedy is that in most cases the issues have nothing to do with theology.  It comes down to the character and spiritual immaturity of the man or simply poor leadership skills in the area of knowing how to work with people.

With that said an even greater tragedy is when churches react to poor pastoral leadership by assuming the role of pastor and becoming a lay lead church.  All great churches have strong key men and women who help lead the church but there is only one God called person that has been delegated the role of being the pastor of the church.

Romans 13 makes it incredibly clear that God in every aspect of life works through designated human authority to accomplish his will.  Ephesians 4 also states that God gives church’s pastor leaders to help equip the laity for the work of the ministry.

If your pastor is not leading well then give him all the help you can and if that does not work then fire him and find God’s man.  The one thing you must not do is change God’s plan.  Once you do that you might as well hire a permanent interim and stop playing the games because your church will never be successful again.

Potentially the single greatest leadership quality new leaders are looking for from those in positions of responsibility is authenticity.  They place a high value on working with people that are real and genuine compared to others who like to play mind games.

A leader must know who they are personally and what they believe are the core values for themselves and the organizations they lead.  Then when the hard decisions must be made and there are many of them today, everyone on the team will trust their motives instead of questioning them.

Jack Welch placed a very high value on authenticity for his top leadership team.  In his book Winning he wrote, “Leaders can’t have an iota of fakeness.  They have to know themselves-so that they can be straight with the world, energize followers, and lead with the authority born of authenticity.”

There is nothing better at the end of a long day than to look back and know that all your actions were consistent with your character.  No more playing games just keeping it real.

The reason I like his approach is that in our day of many complicated business planning models and powerful software applications to back them up he just keeps it simple.  When a project is very large and complicated with many moving parts bring on Project Manager with all the charts and spreadsheets.

However, most of the things that we need to get done must start with the core principles of basic planning.  If what we are doing cannot be defined in these simple steps then maybe it does not need to be done at all.

For every task that would be large enough to fit into the project category there are five key phases:

1.       Defining purpose and principles

2.      Outcome visioning

3.      Brainstorming

4.      Organizing

5.      Identifying next actions

We must take the time to clearly define What we are doing and Why.  Then we need to see that the end result will be better than our current reality.  Once the vision is set then we need a comprehensive plan on How to get there and Who is responsible for every major action item.  Finally and probably most important what are the specific goals that need to be accomplished by the next meeting.

If you are a good leader then you will make sure that everyone has an opportunity to give their opinion and respectfully discuss and even debate the issues so that the best possible solution can be reached.  For some people this type of give and take environment comes easy and for others it is very hard to open up and participate.

As a team leader one thing I watch very carefully is when someone starts to take on another team member personally rather than dealing with their ideas.  This can be very subtle in the beginning but eventually something is said that really stings.

There is a big difference between I do not agree with what you are saying and here is the reason compared to you are wrong and just don’t get it.  Certain people with strong personalities will go after another person when they feel threatened because they know they can intimidate them to back off.

During the meeting when I see this happening I will usually make a point to come back to the person who was attacked and draw them out again.  After the meeting, I will go to the person making the destructive comments and make sure they understand that type of behavior will not be tolerated.

After clearly communicating with someone privately and they continue to demonstrate this type of behavior then they will lose their seat at the table and everyone will know why.

This mentality usually results in a strong almost dictatorial leadership style that builds the business around the charisma and determination of the celebrity type leader.  There is very little delegation and certainly no succession planning taking place because that does not serve the crisis of the moment mentality.

The real test of any leader’s success must not be simply measured by the timeframe when they are working but by what happens to the organization when they leave.  If everything seems to fall apart and all positive momentum is lost then you cannot believe the leader set the team up for future success.

John Maxwell makes the point when he writes, “Achievement comes to someone when he is able to do great things for himself.  Success comes when he empowers followers to do great things with him.  Significance comes when he develops leaders to do great things for him.  But a legacy is created only when a person puts his organization into a position to do great things without him.”

When we value the success of others over the long haul over any short term success we may have for ourselves then we are leading with integrity.  Anything less than that is nothing more than selfish ambition and that is not true leadership.

But when the tiger came complaining that he had met a hunter, the magician refused to help.  “I will make you into a mouse again, for though you have the body of a tiger, you still have the heart of a mouse.”

Courage is defined as the quality of mind or spirit that enables a person to face difficulty, danger and pain without fear.  In the economic environment we find ourselves in today there are many things that we could choose to fear.

What we desperately need today are leaders who possess the character to make the hard calls that will help us move through this crisis and into a brighter future.  In this day when the pace of change seems to be moving at the speed of light there will seem to be a new danger around every corner.

When Jim Collins describes the type of leaders that led their organization to greatness they possessed two key qualities.  They are individuals with extreme personal humility and an unwavering resolve to do whatever must be done to produce the best long term results, no matter how difficult.

Great leaders are certainly human but on the inside they possess the heart of a lion and not of a mouse.

These are the five critical things I have learned over the years:

1.      Write it down—if it is not important enough to write down in your personal planner or enter into your cell phone list then it will almost always never get done.

2.      Check your resources—do you realistically have the time, energy, knowledge, skills and commitment to make this happen?

3.      Make it clear—you must be very specific about what you want to accomplish.  It cannot be I want to lose weight; it needs to be twenty pounds over next six months.

4.      Develop your plan—strategy is the realistic intersection of resources and commitment.  There is a big difference in walking twenty minutes five days week and training for marathon.

5.      Evaluate your progress—this is where the rubber hits the road.  Do it often until you know you have sustainable momentum and most important celebrate every win.

The simplest way of stating this principle is that you will eventually reap what you sow .  If you consistently fill your mind with the truth then you should reap all of the benefits of many good decisions.

On the other hand, if you fill your mind with other things then the result will be believing the wrong thing.  Many times we act with even more passion when we believe a lie because the resulting behavior produces pain and rejection.  At this point we really do not want to admit we were wrong.

Another important part of this principle is that we will also reap to the degree we sow.  If we spend little time in God’s word then the result will be a double minded life that is constantly being tossed about with no clear direction.

The next major piece of this principle is that we have a responsibility for the maintenance of the soil where the seed will fall.  If our minds are cluttered with many other things then the truth cannot be heard because all the other noise will drown it out.

Finally, I must go back and deal with that very important word eventually.  Sometimes people are making bad decisions and yet see no immediate negative consequences.  In sharp contrast many people are doing the right thing and have not seen the benefits of walking by faith in the truth.

God in His perfect timing will bring in the harvest.  We all will reap what we have sown.  No suffering for the present time is joyful but it will yield the peaceful fruit of a surrendered life.

How many teams have we put together over the years to help us lead the change process only to realize several months later that nothing happened that was sustainable?  In John Kotter’s excellent book on Leading Change he gives four key characteristics that must be in place for the team to be successful.

1.      Position power:  Are enough key players on board, especially the main line managers, so that those left out cannot easily block progress?

2.      Expertise:  Are the various points of view- in terms of discipline, work experience etc.- relevant to the task at hand adequately represented so that informed, intelligent decisions will be made?

3.      Credibility:  Does the group have enough people with good reputations in the firm so that its pronouncements will be taken seriously by other employees?

4.      Leadership:  Does the group include enough proven leaders to be able to drive the change process?

When I have been responsible for leading major change initiatives all of these types of people must be involved.  The other important dynamic is that you must avoid people who will try to take over the group and lead by positional power and the other extreme of individuals who will not engage and confront the brutal facts with their active participation.

Bill George

Lesson #2: “No matter how bad things are, they will get worse.” Faced with bad news, many leaders cannot believe that things could really be so grim. Consequently, they try to convince the bearers of bad news that things aren’t so bad, and swift action can make problems go away.

This causes leaders to undershoot the mark in terms of corrective actions. As a consequence, they wind up taking a series of steps, none of which is powerful enough to correct the downward spiral. It is far better for leaders to anticipate the worst and get out in front of it. If they restructure their cost base for the worst case, they can get their organization healthy for the turnaround when it comes and take advantage of opportunities that present themselves.

Lesson #3: “Build a mountain of cash, and get to the highest hill.” In good times leaders worry more about earnings per share and revenue growth than they do about their balance sheets. In a crisis, cash is king. Forget about EPS and all those stock market measures. The question is, “Does your organization have sufficient cash to survive the most dire circumstances?”

Goldman Sachs, where I serve on the board of directors, anticipated the difficult times and built up its cash reserves. When the markets got really bad, Goldman had adequate cash reserves to weather the storm.

Lesson #4: “Get the world off your shoulders.” In a crisis, many leaders act like Atlas, carrying the weight of the world on their shoulders. They go into isolation, and think they can solve the problem themselves. In reality, leaders must have the help of all their people to devise solutions and to implement them. This means bringing people into their confidence, asking them for help and ideas, and gaining their commitment to painful corrective actions.

Lesson #5: “Before asking others to sacrifice, first volunteer yourself.” If there are sacrifices to be made – and there will be – then the leaders should step up and make the greatest sacrifices themselves. Crises are the real tests of leaders’ True North. Everyone is watching to see what the leaders do. Will they stay true to their values? Will they bow to external pressures, or confront the crisis in a straight-forward manner? Will they be seduced by short-term rewards, or will they make near-term sacrifices in order to fix the long-term situation?

Lesson #6: “Never waste a good crisis.” This piece of advice comes from Benjamin Netanyahu, the next prime minister of Israel, at the panel I chaired in Davos.

When things are going well, people resist major changes or try to get by with minor adaptations. A crisis provides the leader with the platform to get things done that were required anyway and offers the sense of urgency to accelerate their implementation.

Lesson #7: “Be aggressive in the marketplace.” This may sound counter-intuitive, but a crisis offers the best opportunity to change the game in your favor, with new products or services to gain market share. Many people look at a crisis as something to get through, until they can go back to business as usual. But “business as usual” never returns because markets are irrevocably changed. Why not create the changes that move the market in your favor, instead of waiting and reacting to the changes as they take place?

The Bottom Line:
In a crisis we learn who the real leaders are, and whether they have the wherewithal to stay on course of their True North.

About the Author
Bill George, author of “True North,” is a professor of management practice at Harvard Business School. He is also the former CEO of Medtronic and serves on the boards of directors of ExxonMobil, Goldman Sachs and Novartis.