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We are excited to dig into our archives and share with you a powerful episode that's as relevant today as when we first recorded it. We're revisiting Episode 147, titled "The Future Leader." In this episode, we tackle a crucial question: What makes a truly effective leader in our ever-changing world? We explore five essential virtues that we believe every future leader must posses and break down why each of these are critical and how they form the foundation for all other leadership skills. This episode challenges the traditional approach to leadership development, suggesting that we should focus more on cultivating character than on just acquiring skills. It's a fresh perspective that might just change the way you think about your own leadership journey or how you develop leaders in your organization. So whether you're a seasoned leader looking to refine your approach, or you're just starting out on your leadership path, this episode is for you. Let's dive in to "The Future Leader"!

Welcome to the Leading Hope Podcast! Today we're revisiting an important conversation on staying positive as a leader. As discussed in Episode 85, the number one job of a leader is to stay encouraged - because if you're not encouraged, everything you do will be diminished. In this podcast, we unpack the realities of discouragement that all leaders face - whether it's dealing with slow-moving organizations, missed goals, or simply the day-to-day grind. But we also share practical strategies for intentionally maintaining positivity, like making things fun, staying connected to purpose, and strategically focusing on the positives rather than dwelling on the negatives. This is a must-listen episode for any leader looking to cultivate an encouraged, positive mindset - because as we try to make clear, that mindset is absolutely essential to your long-term success and the impact of your leadership. Let's dive in!

Today we're diving into our archives to revisit Episode 126, titled "Get Rid Of It." This episode is part of our Elevated Leadership series, focusing on how leaders can make significant leaps in their effectiveness. In this powerful discussion, we explore three key things leaders need to "get rid of" to elevate their leadership: Authority: Delegating decision-making power to empower your team. Accessibility: Strategically reducing availability to focus on proactive leadership. Credit: Shifting recognition to others to build a lasting, impactful organization. We break down why the order of letting go matters, and how these changes can transform not just your leadership, but your entire organization. Whether you're leading a small team or a large corporation, this episode offers valuable insights on creating a culture of empowerment and lasting impact. So sit back, grab your notebook, and let's revisit some timeless leadership wisdom that's just as relevant today as when we first recorded it. Let's dive into "Get Rid Of It"!

Co-Dependent Definition: Emotional or psychological reliance on a partner. Tendency of leaders to set-up their leadership as co-dependent. Small Ways: Can’t make a decision because the Boss it out of town. Big Ways: “We left the Church because the pastor left, it’s just what you do” Issue: The test of great leadership is what happens when you’re absent. Why Do We Do That? Kindest Way: We don’t even realize we’re doing it and we don’t know how not to. Where tools like vision, values, systems come into play when they’re being used to empower, not create bureaucracy. Realest Way: We feel like imposters, we’re not secure in our role, we want to feel needed. Acknowledge that it feels good to need your opinion to make a decision. Acknowledge that it feels good for people to leave because you’re no longer there because it’s not the same. Point We want to feel wanted. When a leader leads to feel wanted, they become needed, and create co-dependency. Co-Dependent Leadership The Impact of Co-Dependent Leadership Hurts longevity. No momentum beyond current tenure. Cripples Development. Think of like a parent who needs to be needed by their kids. The result is the kids never become adults. Here: The followers never become leaders in their own right. Antidote You antidote to co-dependent leadership is security. Security is built on: Awareness of Gifting. Don’t need validation of your competency. Security is built on testing and trial, not just affirmation. Amateurs want to know they did well, professionals want to know how they can get better. Donald Miller. Commitment to Calling, not assignment. Security will never exist if all you have is a job. What I do supercedes the person I’m doing it with’s opinion of me. Effectiveness that is built on your willingness to adapt. Key is listening and adapting. People will tell you how to lead them, not because it’s a perfect match. Conclusion The danger of co-dependent leadership. Cultivate Security.

Episode 240 Also Available On: Forced Maturity July 31 Leader Notes Intro Maturity is a good thing. Def: [...]

Intro-Quick Recap The danger of self-awareness becoming unbalanced Self-Awareness is not a gifting, it’s a set of habits and disciplines. Today: The Habits that bring self-awareness Read The Room How do people respond to you? Kindness can distort your view of reality. What is the response when you speak: Do people in? Do they look down? Don’t mistake authority for influence. What is the response when you enter: Energy go up or go down? Other Questions - Do people tease you? If they don’t, probably take yourself too seriously. - Do people confide in you? If they don’t, probably afraid of you. Key Question: What are the nonverbal cues to my presence? - Ask the Room - Quickest way to gain self-awareness. Favorite Question: What’s it like to be on the other side of me? Doing it is worth nothing, doing it right means everything! Don’t argue. Implement. Close Self-Awareness is a discipline. Two Habits to help you in that.

Intro We are not "balance" people. Obviously, some things need balanced: Today talk about self-awareness The Problem Give a picture of self-awareness: Ripple effects of your decisions and your presence. The problem is when others awareness of you exceeds your own level of self-awareness. What happens when that becomes unbalanced: You keep making messes that you're unaware of. You slow down because you always have to re-calibrate yourself to current reality. You will eventually lose your leadership. People will deal with a mess when you're winning, never when you're losing: Coaches What makes this so Tricky: Others, always, have a better a view of you than you do. Literally: YOU CAN'T SEE YOU! So you don't know what it's like when you enter the room, or leave it! Which means: Self-Awareness if not about gifting, it's about the discipline to gain that perspective. Not Gifting: When someone says, "I'm really self-aware", they're not. Or they were at one time, but they're not. There are habits of self-awareness that must be cultivated.

Note: Purpose of this podcast is to save you time, we will do that and not go any longer than the content needs. - We all hate long, unproductive, meetings. - The two words: I agree! - Meetings are long because… People feel the need to weigh in and give their two cents; meetings are about better decisions because of a better perspective. People hide a lack of clarity of thought behind many words. If I wanted your perspective I would have asked, I want to know what you would do. - Implement this: Tell people, if you agree; say it. Then let’s move on.

The Limitation: We think Input vs Desired Outcome Series coming up of “And Here’s Why…” The importance of outcome-based thinking. Where we Fail Start: I want to accomplish this. (Goal or Desired Outcome) Next: In order to do that, I need to do this. (Best Guess) Discipline: I did what I set out to do. Issue: Did what you did do what you wanted it to do? Why You Need Outcome Thinking Someone’s else’s input will have different results for you than them. Physically, Eating, Preparation, Education. Different Pieces People say “Think Process, not goals”. Yes, goals are only met through process. But you must think process and goals. Goals: S.O.M.E. Goals (Outcome Based) Activity and Outcome must always stay connected- but outcome matters more than activity. Exercise Toyota: 5 Why’s: Get to the root of the problem and not just deal with the surface issue. Outcome-Thinking: 5 So What’s. WIthin 5 you better be at the Vision.

Intro: – Jeff Bezos idea on decisions: Two Way Doors and One Way Doors. – Implications How This Changes: – Pace: – One-Way: Slow – Two-Way: Relatively Quickly. Don’t need high confidence level, just some intuition. – People: – Two-Way: Few – One-Way: Many points of input. Not just for better decision-making but because we’ll all have to live in the reality. Failures: – We treat every decision like a two way, or a one way. – Two way Like a one way: – Unnecessarily waste time and get significantly behind. – Bad decision makers think they’re making decisions – One way like a two way – Resentment builds in. – Paint yourself into a corner.

The magic you’re looking for is in the work you’re avoiding. Reality The thing I want to do; got me here. The thing I don’t want to do; will get me there. Questions: What do you do first? What do you put off last? Flip Them! Who are you drawn to first, who do you ask their opinion last? Flip Them! What project keeps coming on your “I need to get to” list. Do you keep pushing it back due to lack of impact or because of difficulty?

What Humility Is A fake lack of confidence Unawareness of your giftings Humility is the absence of pre-occupation with yourself. Humility is not thinking less of yourself, humility is thinking of yourself less. CS Lewis One Reason Humility Is So Important Proverbs 16:18, "Pride goes before destruction, a haughty spirit before a fall." Humility reveals the gap that you can grow into. Important idea I used to think humility was the default and pride slowly crept in. I now believer that pride is the default, and humility has to be learned. Evidence: JJ Reddick & Lebron James podcast. Kids, Staff. We assume competency and mastery are much closer than they actually are. Learning Humility Part One People use the phrase "being humbled" "Humbled" comes at two moments: When ignorance meets competency When competency meets mastery Notes: Humbled does result in at least a short-term humility. You don't have to be humbled to be humble. Part Two Humility is a posture, humbled is an event. Humility is not being unaware of competency, it is believing you have more to learn to reach mastery. Key: I don't have to be around a master to grow in my mastery. I can learn it from anywhere. That's humility: I have room to grow and everyone can help me get there.

People buy into a leader before they buy into a vision or culture. - They Need to Like You - Tim Sanders book on Likeability People who came out after biographies of Steve Jobs to counter them. - They Need to Trust You - Character & Competency. Integrity & Ability. - Competency attracts - Character sustains They Need to Want to Follow You - Able to follow: you’re going somewhere. - Want: Bold Direction. They need to know you trust them. - You have to be willing to go alone on hills you’ll die on. - You have to be willing to change your path. - People buy into your why (where), they need to know you’ll change your how. People buy into the leader before they buy into the vision.

Episode 231 Also Available On: How Leaders Decide What to Work On May 29 Leader Notes Intro Feeling I've [...]

Episode 230 Also Available On: Know Your Excuse May 22 Leader Notes Intro We know: Growth and Comfort [...]

Episode 229 Also Available On: A Mountain a Day May 15 Leader Notes Intro Feeling at Church Plant that [...]

Helping people think strategically. Want this to be a tool for you or for you to help others. Questions To Ask To Help You Think Strategically What problems am I repeatedly solving? Strategy is a response to a problem. (Not New): Why am I repeatedly solving this problem? If I’m blaming human nature: It’s a strategy issue. “They just won’t; they never complete; no one cares; no one’s smart enough.” There’s a big difference between a tension to manage and a problem to solve. If the pendulum swings too far one way How do I future fix it? (FUTURE IMPROVE) People think they’re not strategists because it’s not perfect. Perfection isn’t the goal, improvement is. What are potential problems two steps down the line? Strategic Thinking is future forecasting. If you can dream, you can begin to think strategically. Solutions & Next Steps Read Biographies and Case Studies The strength of the strategy is your ability to communicate it simply. An executable strategy is infinitely better than a perfect theory.

Intro – Find somewhere you can find a mentor; also hear that experience is the best teacher. – Large organization where you can learn systems: Small organization where you can do a lot of stuff. – Find a great workplace culture; or you can learn as much from a bad culture as you can a good culture. – Offer my perspective on picking your first job…assuming you have a choice. If you don’t; you might just need to take a job. History – 3 Internships while in college. – Children’s Intern at Home Church: Common – Youth Intern at Growing Church: Did Nothing. – Children’s Pastor at Small Church: Did Everything & Was Overworked and undervalued. – Youth Pastor eventually interim pastor at Mid-Sized Church for 3.5 years Two Points 1. Find Calling, Not Benefits, Not a Career, Not a Ladder of Advancement. 1. Key Questions (Ministry-Focused) 1. Does your heart break for the community? 2. Do you love the people? 2. Further 1. Pay package and benefits do give you a sense of value for the role. (Within Reason) 2. Future Opportunities are helpful, there’s not many people who stay at an organization for 10 years. Sometimes “advancement” is dangled without any plan or vision. 2. Your job choice should be tailored to your development, which means you must know your weaknesses. 1. Your first job should not be viewed as your maximum level of impact, but your maximum level of development. 1. People coming in overestimate the impact they are making, underestimate what they can be learning. 2. Now Pick, with that in mind. To maximize your development. Guidelines to Consider 1. If you lack strategy, go to a large organization! 2. If you lack experience, go to a small organization! 3. If you’re secure, get a leader you will learn from. 4. If you’re insecure, get a leader you will connect with. 5. If you’re mature & secure, pick opportunity. 6. If you’re not, pick culture. Don’t: Pick Benefits, Salary, Cool City, or Future Promises. Close – People pick jobs for all the wrong reasons. Choose Calling & Development over everything else first.

“How to make the best case possible that unites rather than divides.” The things I’m looking at when I’m constructing a thought line. Principles 1. Immersion predates writing. - I don’t need to know everything they think, I need to know what they value: I need to value what they value. - Talk about with the name change. - Note: I’m storing up all that information. 2. My case is only as strong as my weakest argument. - If I’ve got 5 points and 4 are strong, I have a weak argument. If I have 4 points and 4 are strong, I have a strong argument. 3. I’m owning my weak points to defuse them. - I have to be immersed because I need to know what the objection is. I own it and explain why I think it’s still worth it. So important: I’m actually open! Not convincing, just explaining to people my process. 4. Never Approach From Head On - Defense are up! Always approach from an angle! - Politics: Not talking issues and policies; talking priority. - Don’t ever use the thing to talk about the thing: People expect that and so they’re convinced. - Why I use sermon titles. - Always use the thing to talk about another thing. 5. Story is King - Defenses drop in narratives. Not illustration: point. Long parable to immerse.

Intro Politics Series (Non-Political Political Series) Resources available at elephantsanddonkeys.church Step #1: Discern Decision: Not addressing this would be more of a distraction than addressing it. Goal is not attention, goal is mission. Don’t enter controversy because of boredom, do it because of your purpose. Explain our decision: It will be more of a distraction not to, and our responsibility is faithfulness. So, we are deliberately entering controversy to avoid future controversy. Point #2: Thought Line Explain Finding the thought line. Be very clear on how my goal is to be of service to the common desires that God has placed within the people and in myself. Point #3: Reduce Collateral Damage Created a website Published in advance Point #4: Expect Smoke What happened Our approach: Responded to messages Stayed out of the comments

Intro – Final Episode: You have to know when to abdicate the focus of leadership and only be a shepherd. – Don’t fully know how to explain this, so may leave people confused, but I’ll do my best. Examples – My family is more in need of my shepherding than my leadership. – My friends do not value my leadership ability, they value me personally. To choose to lead in that environment is to damage the friendship. – In crisis, the organization needs to see I’m more concerned about if we’re good than if we’re great. – Not “appear” to care, actually care. Point – Organizations need leaders who care about the organization and the individual. Prioritize Both. – Personal Lives need people who care most. – When you only know how to lead your personal life will fall apart.

Episode 223 Also Available On: From Shepherd to Leader (Part 2) April 3 Leader Notes Shepherds will help people [...]

Shepherds will help people continue to grow regardless of where they are. Leaders will hold people to a standard, develop them up or move them on. Are they improving vs will they meet the standard? Shepherds will apply their time based upon your proximity and need, leaders will apply their time based upon your potential. They need a lot of my time vs Is this the best use for my time? Shepherds will always do what they feel is best for the individual, leaders will always do what they feel is best for the individual & the organization. If it’s not best for the organization it’s not best for the individual. Shepherds believe leading by example is enough, leaders know they need to pull more levers than that. Shepherd is more leadership present, Leader is more strategically absent. The leader is present when it’s helpful, the shepherd wants to be needed. Shepherd overvalues loyalty, Leader overvalues impact. not saying negatively, saying that is the bent. Shepherd evaluates people based upon intentions, leader evaluates people based upon outcomes.

Episode 221 Also Available On: The Distinction Between Shepherds & Leaders March 20 Leader Notes Intro: Goal of this: [...]

Context I need to get better at saying no, don’t want to get too good at saying no. I want to be strategic about saying yes. Big Idea Good leadership & great leadership is time well spent. My Goal: In every moment to say yes to the best thing. “The Best Yes” I don’t want to get better at no, I want to get more deliberate about my yes. Factors Energy: A yes now can’t inhibit a better yes later. Relationship: A yes needs to prioritize people. Scheduling: Don’t say yes in advance that I’ll regret later: need more “maybes”

Intro: If you’re taking a break because you’re bored, you’re not going hard enough. Take a break because you can’t keep going. Episode 212: Intense Words & My own implementation of that. Found: How often we operate with a total lack of intensity. Thoughts: Training: You can go long, you can go hard, you can’t go hard & long. We take breaks because we’re bored, not because our performance is declining. Note: Not everything requires intensity, but more things than you think require it. Application: If you’re multi-tasking something that if you’re fully engaged you can’t multi-task- you need to up your intensity. If you never have to take a break because of fatigue, not boredom, you need to up your intensity. If your work always fits the allotted time- you need to up your intensity. How to up it: Dial in, Tune everything out, Set 40 minutes & go after it.

Episode 218 Also Available On: Behind the name change - Part 2 February 28 Leader Notes The Difficulty, [...]

The Difficulty, The Decision, The Process.

Episode 216 Also Available On: Architects & Archaeologists February 14 Leader Notes Culture should be designed not merely accepted. [...]

Feedback on Skills should flow from the expert to the learner. Feedback on Leadership should flow from the team member to the leader. The First One is Obvious, The Second One No One Does.

One of your primary roles as a leader is to identify what matters most, not just what needs to get done.

Deception: We Think you’ve arrived. Deception: Accomplishment is others awareness of your arrival.

For significant things use significant language.

Patience is an undervalued quality of leadership. Three Views of Patience: 1. People & Processes take time to advance. 2. Trajectory is more important than location 3. My default is to blame myself first. Power of Patience 1. Growth. 2. Too quick to abandon or burn things down when they just need time to get there.

Episode 210 Also Available On: Better January 3 Leader Notes We get better at, instead of getting better. We're [...]

Phrase use over the last year: Year of hard Things Joy comes on the back-end of enduring. Questions - Don't just ask: What do I want to accomplish? Goals? - Also ask: What am I willing to endure? End Note - Prepare for the joy and the endurance.

- If you have to change your presentation for something big it reveals your preparation is inadequate. - There's a difference between that and complex. Discuss. - The tendency is something is big so: - it reveals our preparation is inadequate, or... - it makes you stiff.

What people actually mean by deep: – Verse-by-verse exposition – Vulnerable & Emotional – Unfamiliar The Response: – Vulnerability – Unfamiliarity – Emotional

- Idea: Rarely, rarely should things be the same through every season. - We like schedules that are predictable, but predictable schedules do not enable us to maximize the season. Examples: - Shaping culture: Staff hear from me a ton. Setting culture: Give the microphone to many other people. - Work and Rest in Bursts: Heavy work seasons and heavy family seasons (No guilt!) - Lean deeply into huge projects and accelerate the timeline (Claim) Thoughts: - You can work more efficiently and move faster by concentrating your time. - Talk about parenting & creating significant memories with that time.

Episode 205 Also Available On: The Four Frames (Part 2) November 29 Leader Notes In leadership we: - Attempt to treat before [...]

In leadership we: – Attempt to treat before we diagnose – Treat based upon our strengths and not what is needed. Vision Issues: – Don’t know, Communication, lack pace – Stall Strategy/Systems Issues: – Wastes time, ordinary people do extraordinary things. Without ordinary do mediocre – Frustration Leadership Issues: – No team, No execution, No energy – Morale, unique problems in certain areas Spiritual Issues – Pride, Selfishness, Willingness to sacrifice, give up comfort. – Righteousness. Theological bullets.

Episode 203 Also Available On: DON’T EXHAUST YOURSELF FROM IMMATURITY November 15 Leader Notes [...]

Episode 202 Also Available On: It's A Verb November 8 Leader Notes [...]

Episode 201 Also Available On: It's Probably Worth It November 1 Leader Notes [...]

Episode 200 Also Available On: Presence and Absence October 25 Leader Notes [...]

Episode 199 Also Available On: The Front Door is the Heaviest Weight October 18 Leader Notes [...]

Episode 198 Also Available On: Don't Be Afraid To Be An Idiot October 11 Leader Notes [...]

Episode 197 Also Available On: Only Let God Uproot You October 4 Leader Notes [...]

#1: Don’t ask someone to let go of something until they can hold onto something else. #2: Be more focused on culture than systems #3: Use cultural evidence to determine systems pace

Focus on playing the role that is needed instead of the role that is familiar. The Roles: The role of the coach is to elevate performance of the group. The role of the counselor is to create clarity on where clients are, where they want to be, and how to get there. The role of the consultant is to provide insight that creates actionable improvement. The role of the manager is to align individual actions with overall goals and provide accountability to those actions. You need to know which role you’re in and play the ones that’s needed not the one you like the most.