the church: leading by example

Hope Africa - Christian Leadership and Management Hope Africa - Christian Leadership and Management 11

The Church: Leading by ExampleThe Church: Leading by Example

1.1. The church must model out the racial, tribal and other unities The church must model out the racial, tribal and other unities needed by the nation.needed by the nation.

2.2. The Church must be the prophetic conscience of the nationThe Church must be the prophetic conscience of the nation3.3. The Church must be the evangelistic agency to the nation.The Church must be the evangelistic agency to the nation.4.4. The Church must be the main instrument of peace and The Church must be the main instrument of peace and

reconciliation in the nationreconciliation in the nation5.5. The Church must uphold Christian principles for personal The Church must uphold Christian principles for personal

public lifepublic life6.6. The Church must care compassionately for the powerless, The Church must care compassionately for the powerless,

poor, marginalised, oppressed and needy, and embrace their poor, marginalised, oppressed and needy, and embrace their causes before the powerful causes before the powerful

Source: Michael Cassidy Christian Leadership in a Country of DiversitySource: Michael Cassidy Christian Leadership in a Country of Diversity


Biblical Principles of LeadershipBiblical Principles of Leadership

An Effective Christian Leader:An Effective Christian Leader:1.1. Has spiritual commitment & personal Has spiritual commitment & personal

faithfaith2.2. Is a listener to God- through daily Is a listener to God- through daily

scripture reading and prayerscripture reading and prayer3.3. Is a humble person Is a humble person 4.4. Has integrity and leads by exampleHas integrity and leads by example5.5. Has a servant spiritHas a servant spirit


Biblical Principles of LeadershipBiblical Principles of Leadership

An Effective Christian Leader: An Effective Christian Leader: 6.6. Is a person of justice, fair play. Honours Is a person of justice, fair play. Honours

dignity, equality and all people.dignity, equality and all people.

7.7. Is willing to pay the price Is willing to pay the price

8.8. Sees the big pictureSees the big picture

9.9. Knows the source of their strengthKnows the source of their strength

10.10. Shares power Shares power


Leadership Myths Leadership Myths

1.1. Leadership is a rare skillLeadership is a rare skill2.2. Leaders are born, not madeLeaders are born, not made3.3. Leaders are created by extraordinary Leaders are created by extraordinary

circumstancescircumstances4.4. Leadership exists only at the top of an Leadership exists only at the top of an

organisationorganisation5.5. The leader controls, directs, prods, The leader controls, directs, prods,

manipulatesmanipulates6.6. Leaders are charismaticLeaders are charismatic7.7. It is immoral to seek power It is immoral to seek power


The five levels of leadershipThe five levels of leadership- J. Maxwell- J. Maxwell

Each leader needs to work through the following levels.Each leader needs to work through the following levels.

1.1. POSITIONPOSITION

2.2. PERMISSIONPERMISSION

3.3. PRODUCTIONPRODUCTION

4.4. PEOPLE DEVELOPMENTPEOPLE DEVELOPMENT

5.5. PERSONHOODPERSONHOOD


Level 1: Position Level 1: Position

The only influence you have is that which comes with a title. The only influence you have is that which comes with a title. People who stay at this level get into Real leadership is being People who stay at this level get into Real leadership is being

the person others will gladly and confidently follow. the person others will gladly and confidently follow. A person may be in charge because he/she has been appointed A person may be in charge because he/she has been appointed

and has the authority to be ‘THE PRIEST”and has the authority to be ‘THE PRIEST” Real leadership is being the person others will gladly and Real leadership is being the person others will gladly and

confidently followconfidently follow A real leader knows the difference between being the boss and A real leader knows the difference between being the boss and

being the leader.being the leader. They have territorial rights, focus on protocol, tradition, and They have territorial rights, focus on protocol, tradition, and

demand respect which they have not necessarily earned.demand respect which they have not necessarily earned. Leaders on the Position Level often lead by intimidation. Leaders on the Position Level often lead by intimidation.


Level 2: PermissionLevel 2: Permission ““Leadership is getting people to work for you when they are Leadership is getting people to work for you when they are

not obligated.” not obligated.” A person on the Permission Level A person on the Permission Level leads by leads by

interrelationshipsinterrelationships. The agenda is not the pecking order, but . The agenda is not the pecking order, but personal relationshipspersonal relationships. On this level, time, energy, and focus . On this level, time, energy, and focus are placed on the are placed on the individual’s needs and desires. individual’s needs and desires.

People People who are unable to build solidwho are unable to build solid, lasting relationships , lasting relationships will soon discover that they are unable to sustain effective will soon discover that they are unable to sustain effective leadershipleadership

To sustain a leadership based on permission uou need to spend To sustain a leadership based on permission uou need to spend time with them. You need to know their personal time with them. You need to know their personal backgrounds. You need to create a way so that they feel free backgrounds. You need to create a way so that they feel free to communicate with you. to communicate with you.


Level 3: ProductionLevel 3: ProductionLeading by doing Leading by doing

On the third level of leadership, things begin to happen - good On the third level of leadership, things begin to happen - good things. things.

Profit increases. Morale is high. Needs are being met. Goals Profit increases. Morale is high. Needs are being met. Goals are being realized. are being realized.

People follow production leaders because of what they People follow production leaders because of what they accomplish. People are drawn to successful project.accomplish. People are drawn to successful project.

So the productive level is about being able to lead a team of So the productive level is about being able to lead a team of people as no person can get everything done on their own people as no person can get everything done on their own

People might be willing to work with a successful project People might be willing to work with a successful project leaders, but without a relationship they will jump out of the leaders, but without a relationship they will jump out of the way if the project starts to fail. way if the project starts to fail.


Level 4: People Development Level 4: People Development

A leader is great, not because of his or her power, but A leader is great, not because of his or her power, but because of the ability to empower others. Success because of the ability to empower others. Success without a successor is failure.without a successor is failure.

Since every leader is different, the true leader can be Since every leader is different, the true leader can be recognized because somehow or other recognized because somehow or other his/her people his/her people consistently demonstrate superior performance.consistently demonstrate superior performance.

““A worker’s main responsibility is doing A worker’s main responsibility is doing the work himself. “the work himself. “

““A leader’s main responsibility is A leader’s main responsibility is developing others to do the work.”developing others to do the work.”


Level 5 :Personhood Level 5 :Personhood The fifth level of leadership, The fifth level of leadership, personhood, personhood, is the level that can is the level that can

be achieved only through extreme dedication, personal vision, be achieved only through extreme dedication, personal vision, and hard work. Only a lifetime of proven leadership will allow and hard work. Only a lifetime of proven leadership will allow us to sit at level 5 and reap the rewards that are eternally us to sit at level 5 and reap the rewards that are eternally satisfying. satisfying.

Personhood is a level reserved for those who have spent years Personhood is a level reserved for those who have spent years growing people and organizations. growing people and organizations. The key characteristic of The key characteristic of leaders who have achieved personhood is leaders who have achieved personhood is respectrespect. .

People follow leaders here because of who they are and what People follow leaders here because of who they are and what they represent. They are admired and followed not because of they represent. They are admired and followed not because of their position, but because of their disposition.their position, but because of their disposition.

You cannot place yourself on the You cannot place yourself on the Personhood LevelPersonhood Level. Only . Only others can do that. The best you can do is dedicate yourself to others can do that. The best you can do is dedicate yourself to working your way up through the levels of leadershipworking your way up through the levels of leadership


People DevelopmentPeople DevelopmentSUCCESSFUL LEADERS ARE PEOPLE DEVELOPERS. SUCCESSFUL LEADERS ARE PEOPLE DEVELOPERS.

PEOPLE DEVELOPERS ASK THE RIGHT QUESTIONS ABOUT PEOPLEPEOPLE DEVELOPERS ASK THE RIGHT QUESTIONS ABOUT PEOPLE

1.1. Am I building people or am I building my dream and using Am I building people or am I building my dream and using people to do it?people to do it?

2.2. Do I care enough to confront people when it will make a Do I care enough to confront people when it will make a difference?difference?

3.3. Am I listening to people with more than my ears; am I Am I listening to people with more than my ears; am I hearing more than words?hearing more than words?

4.4. What are the major strengths of this individual?What are the major strengths of this individual?

5.5. Have I placed a high priority on the job?Have I placed a high priority on the job?

6.6. Have I shown the value the person will receive from this Have I shown the value the person will receive from this relationship? relationship?


A successful people developerA successful people developer Realises that people are his or her most valuable Realises that people are his or her most valuable

asset. asset. Places a priority on developing peoplePlaces a priority on developing people Becomes a model for others to followBecomes a model for others to follow Pours leadership efforts into the top 20 percent of his Pours leadership efforts into the top 20 percent of his

or her peopleor her people Exposes key leaders to growth opportunitiesExposes key leaders to growth opportunities Is able to attract other winners/producers of the same Is able to attract other winners/producers of the same

goalgoal Surrounds himself or herself with an inner core that Surrounds himself or herself with an inner core that

complements his or her leadership. complements his or her leadership.


Action Learning Action Learning


My leadership Journey My leadership Journey Using the Journey on the following pages as a guide reflect on and track your leadership journey in the church. Using the Journey on the following pages as a guide reflect on and track your leadership journey in the church.

At each stage or period highlight the key events and happenings and the role models that influenced your At each stage or period highlight the key events and happenings and the role models that influenced your development. development.

Use the following as guidelines. Use the following as guidelines. How your values were shapedHow your values were shaped Your experience of the institutional churchYour experience of the institutional church Your experience of doctrineYour experience of doctrine Your spiritual developmentYour spiritual development Your own emerging theologyYour own emerging theology The role model leaders who impacted on your lifeThe role model leaders who impacted on your life The contribution you made as a Christian leaderThe contribution you made as a Christian leader The role you would like to play as a Christian Leader The role you would like to play as a Christian Leader

Draw your “journey” in the space below and then transfer it to a piece of newsprint. Use colours, symbols and Draw your “journey” in the space below and then transfer it to a piece of newsprint. Use colours, symbols and metaphors to explain the various happenings in your life. metaphors to explain the various happenings in your life.

Share your journey with a buddyShare your journey with a buddy


10 characteristics of a servant-leader10 characteristics of a servant-leader

1.1. ListeningListening2.2. EmpathyEmpathy3.3. HealingHealing4.4. AwarenessAwareness5.5. PersuasionPersuasion6.6. ConceptualisationConceptualisation7.7. ForesightForesight8.8. StewardshipStewardship9.9. Commitment to the growth of peopleCommitment to the growth of people10.10. Building communityBuilding community


Visionary LeadershipVisionary Leadership

Vision is about possibility, not Vision is about possibility, not probabilityprobability

Vision attracts human energyVision attracts human energy Vision must be articulated clearlyVision must be articulated clearly


INTEGRITYINTEGRITY

The dictionary defines The dictionary defines integrity as:integrity as:““the state of being complete, unified.”the state of being complete, unified.”

Integrity builds trustIntegrity builds trust Integrity facilitates high standardsIntegrity facilitates high standards Integrity results in a solid reputation, not Integrity results in a solid reputation, not

just imagejust image Integrity means living it myself before Integrity means living it myself before

leading othersleading others Integrity helps a leader be credible, not Integrity helps a leader be credible, not

just cleverjust clever Integrity is a hard-won achievementIntegrity is a hard-won achievement


HOMEWORKHOMEWORK

Reflect on your own integrity as a leader and Reflect on your own integrity as a leader and your own leadership as a servant and visionary your own leadership as a servant and visionary leader.leader.

Prepare something to share with the group Prepare something to share with the group about yourself as a leader tomorrow.about yourself as a leader tomorrow.


Unbuntu – Unbuntu – a new paradigm for a new paradigm for leadershipleadership

Ubuntu ngumuntu ngabantuUbuntu ngumuntu ngabantu

Ubuntu is built upon the following Ubuntu is built upon the following principlesprinciples UnityUnity Collective work and responsibilityCollective work and responsibility Empowerment: Ubuntu encourages Empowerment: Ubuntu encourages

empowerment, discipline and purposeempowerment, discipline and purpose PurposePurpose


The African tree – a model The African tree – a model for leadershipfor leadership Leadership legitimacyLeadership legitimacy

-participation-participation-responsibility-responsibility-spiritual authority-spiritual authority-transparency-transparency-accountability-accountability-legitimacy-legitimacy

Communal enterpriseCommunal enterprise-common vision-common vision-commitment to vision-commitment to vision-common values-common values

Value sharingValue sharing-respect and dignity-respect and dignity-interconnectedness-interconnectedness-continuous integrated development-continuous integrated development-collectivism and solidarity -collectivism and solidarity


Sources of conflictSources of conflict

Resources Resources Pyschological needs Pyschological needs ValuesValues Divergent goalsDivergent goals Incongruent role expectations and behavioural Incongruent role expectations and behavioural

normsnorms


Mapping the conflict Mapping the conflict

Step 1: What’s the problem?Step 1: What’s the problem? Define the problem in broad terms e.g. where the issue is someone in the Define the problem in broad terms e.g. where the issue is someone in the

workplace who is not doing their fair share of the job, the problem can be workplace who is not doing their fair share of the job, the problem can be stated as “workload division”.stated as “workload division”.

Don’t define the problem in terms proposing a yes/no, either/or choice. Don’t define the problem in terms proposing a yes/no, either/or choice. Keep the problem definition open-ended.Keep the problem definition open-ended.

Step 2: Who is involved?Step 2: Who is involved? Identify the major parties involved. These could be individuals, groups or Identify the major parties involved. These could be individuals, groups or

organisations.organisations.Step 3: What do they really want?Step 3: What do they really want? For each major party, you then list the significant For each major party, you then list the significant needs needs and and fears fears that are that are

relevant to the issue. In this way you clarify the real motivations behind the relevant to the issue. In this way you clarify the real motivations behind the position that has been taken. Both needs and fears motivate: needs move position that has been taken. Both needs and fears motivate: needs move people toward something, fears move them away from it.people toward something, fears move them away from it.

Sometimes it’s difficult for people to get off their solutions and go back to Sometimes it’s difficult for people to get off their solutions and go back to needs. Shift them by asking a question such as “Your answer to the needs. Shift them by asking a question such as “Your answer to the problem is to do X. What needs will be met?”problem is to do X. What needs will be met?”


Five styles of handling conflict Five styles of handling conflict WIN-LOOSEWIN-LOOSE Competition Competition I try to dominate you and I try to dominate you and

control the relationship control the relationship

LOSE- WINLOSE- WIN Giving in Giving in I let you dominate me and I let you dominate me and control the relationshipcontrol the relationship

LOSE-LOSELOSE-LOSE Avoidance Avoidance I try to keep the conflict out of I try to keep the conflict out of the relationship OR I act as the relationship OR I act as though there is no relationshipthough there is no relationship

WIN A BIT- LOSE A BIT WIN A BIT- LOSE A BIT Compromise Compromise We see ourselves as being on We see ourselves as being on different sides, with a problem different sides, with a problem to solveto solve

WIN-WIN WIN-WIN Co-operation or partnership Co-operation or partnership We see ourselves as being on We see ourselves as being on the same side, with a problem the same side, with a problem to solve togetherto solve together


How to read your map How to read your map look for new learning’s and insightslook for new learning’s and insights look for common ground – similar needs or interestslook for common ground – similar needs or interests look for a common vision – build on the values and ideas that look for a common vision – build on the values and ideas that

are upheld by all.are upheld by all. look for the areas of difficulty that most need attentionlook for the areas of difficulty that most need attention look for what it would take to make wins for all partieslook for what it would take to make wins for all parties

Now design win/win solutions, which meet as many of the needs Now design win/win solutions, which meet as many of the needs and address as many of the fears of all parties as possibleand address as many of the fears of all parties as possible


Who:

Needs

Fears

Who:

Needs

Fears

Who:

Needs

Fears

Who:

Needs

Fears

Issues

Mapping the C onfl ict


EI- Personal CompetenceEI- Personal CompetenceThese competencies determine how we manage ourselves.These competencies determine how we manage ourselves.Self-Awareness - Self-Awareness - Knowing one’s internal states, preferences, resources and intuitionsKnowing one’s internal states, preferences, resources and intuitions Emotional Awareness: Emotional Awareness: Recognising one’s emotions and their effectsRecognising one’s emotions and their effects Accurate self-assessment : Accurate self-assessment : Knowing one’s strengths and limitsKnowing one’s strengths and limits Self-confidence: Self-confidence: A strong sense of ones self worth and capabilitiesA strong sense of ones self worth and capabilities

Self-Regulation - Self-Regulation - Managing one’s internal stateManaging one’s internal state Self-control: Self-control: Keeping disruptive emotion and impulses in checkKeeping disruptive emotion and impulses in check Trustworthiness: Trustworthiness: Maintaining standards of honesty and integrityMaintaining standards of honesty and integrity Conscientiousness: Conscientiousness: Taking responsibility for personal performanceTaking responsibility for personal performance Adaptability: Adaptability: Flexibility in handling changeFlexibility in handling change Innovation: Innovation: Being comfortable with novel ideas, approaches, and new information.Being comfortable with novel ideas, approaches, and new information.

Motivation -Motivation -Emotional tendencies that guide or facilitate reaching goalsEmotional tendencies that guide or facilitate reaching goals Achievement drive: Achievement drive: Striving to improve or meet a standard of excellenceStriving to improve or meet a standard of excellence Commitment: Commitment: Aligning with the goals of the group or organisationAligning with the goals of the group or organisation Initiative: Initiative: Readiness to act on opportunitiesReadiness to act on opportunities Optimism: Optimism: Persistence in pursuing goals despite obstacles and setbacksPersistence in pursuing goals despite obstacles and setbacks


EI- Social Competence EI- Social Competence EmpathyEmpathy - - Awareness of others’ feelings, needs, and concernsAwareness of others’ feelings, needs, and concerns Understanding others: Understanding others: Sensing others’ feelings and perspectives, and taking an active Sensing others’ feelings and perspectives, and taking an active

interest in their concernsinterest in their concerns Developing others: Developing others: Sensing others’ development needs & bolstering their abilitiesSensing others’ development needs & bolstering their abilities Service Orientation: Service Orientation: Anticipating, recognising, and meeting customers’ needsAnticipating, recognising, and meeting customers’ needs Leveraging Diversity: Leveraging Diversity: Cultivating opportunities through different kinds of peopleCultivating opportunities through different kinds of people Political awareness: Political awareness: Reading a group’s emotional currents & power relationshipsReading a group’s emotional currents & power relationships

Social SkillsSocial Skills - - Adeptness at including desirable responses in othersAdeptness at including desirable responses in others Influence: Influence: Wielding effective tactics for persuasionWielding effective tactics for persuasion Communication: Communication: Listening openly and sending convincing messagesListening openly and sending convincing messages Conflict management:Conflict management: Negotiating and resolving disagreements Negotiating and resolving disagreements Leadership: Leadership: Inspiring and guiding individuals and groupsInspiring and guiding individuals and groups Change catalyst: Change catalyst: Initiating or managing changeInitiating or managing change Building bonds: Building bonds: Nurturing instrumental relationshipsNurturing instrumental relationships Collaboration and cooperation: Collaboration and cooperation: Working with others toward shared goalsWorking with others toward shared goals Team Capabilities: Team Capabilities: Creating group synergy in pursuing collectiveCreating group synergy in pursuing collective


Becoming an Emotional Becoming an Emotional Intelligent leaderIntelligent leader Accept the EI and people connectionAccept the EI and people connection Admit the need to changeAdmit the need to change Use the spiritual transformational Use the spiritual transformational

power of EIpower of EI Expand your EI horizonExpand your EI horizon Develop a change strategyDevelop a change strategy


10 EI things we need from 10 EI things we need from people & people need from people & people need from us:-us:-1.1. CommunicationCommunication

2.2. CommunityCommunity

3.3. IntimacyIntimacy

4.4. LaughterLaughter

5.5. LoveLove

6.6. PassionPassion

7.7. SharingSharing

8.8. SupportSupport

9.9. TouchTouch

10.10. TrustTrust


Leadership and ManagementLeadership and ManagementTwo sides of a coin Two sides of a coin

The person in a leadership position The person in a leadership position cannot be an effective leader if he or cannot be an effective leader if he or she is an incompetent managershe is an incompetent manager

The managerial work of someone The managerial work of someone who co-ordinates day-to-day who co-ordinates day-to-day management functioning is management functioning is undermined if there is no holistic undermined if there is no holistic view of the organisation’s long-term view of the organisation’s long-term development. development.

The functions of leadership and The functions of leadership and management are inseparable. management are inseparable.


Differences between Leadership and Management Differences between Leadership and Management

LeadershipLeadership Management Management GuidesGuides

MotivatesMotivates

InitiatesInitiates

AnticipatesAnticipates

Builds visionBuilds vision

CreatesCreates

Moves forwardMoves forward

InspiresInspires

Develops the teamDevelops the team

Breaks boundariesBreaks boundaries

Co-ordinatesCo-ordinates

OrganizesOrganizes

MaintainsMaintains

StabilisesStabilises

RealisesRealises

StructuresStructures

Establishes how to do and limits Establishes how to do and limits

Handles problemsHandles problems

Makes sure tasks completedMakes sure tasks completed

Sets boundaries Sets boundaries


Leadership Styles Leadership Styles

Autocratic“ I tell, you listen and I decide.”

Democratic“I raise issues, we discuss and we decide.”

Situational“Let’s look at the situation

first before we tackle the problem.”

Consultative“I ask, you answer, I explain, and I

decide.”

Laissez-faire“You decide as you please-

don’t worry me.”


Autocratic Style Autocratic Style

Task centred styleTask centred style Spends less time on explanations and Spends less time on explanations and

discussions and more on orders.discussions and more on orders. Use it when the decision would not change Use it when the decision would not change

with input from others with input from others Advantages: gets things done quickly. Advantages: gets things done quickly. Disadvantages: can distance participants. It Disadvantages: can distance participants. It

does not allow participants to thing for does not allow participants to thing for themselves. Often just and easy option. themselves. Often just and easy option.


Democratic StyleDemocratic Style

Leader involves team in decision making Leader involves team in decision making Advantage – everyone gets a say this Advantage – everyone gets a say this

motivates and develops participantsmotivates and develops participants Disadvantage – sometimes not appropriate to Disadvantage – sometimes not appropriate to

the situation the situation


Laissez FaireLaissez Faire

Leave a group to make a decision Leave a group to make a decision Works best when people are capable and Works best when people are capable and

motivated and there is no requirement for a motivated and there is no requirement for a central co-ordinated.central co-ordinated.

Sometimes not appropriate and they need to Sometimes not appropriate and they need to make decisions and followers are looking for make decisions and followers are looking for stronger leadershipstronger leadership


Situational LeadershipSituational Leadership

Look at motivation and capability of the teamLook at motivation and capability of the team The leaders' perception of the follower and the The leaders' perception of the follower and the

situation will affect what they do rather than situation will affect what they do rather than the truth of the situation. the truth of the situation.

The leader's perception of themselves and The leader's perception of themselves and other factors such as stress and mood will also other factors such as stress and mood will also modify the leaders' behaviour.modify the leaders' behaviour.


Discovering your leadership Discovering your leadership style:style: The Visionary styleThe Visionary style The Directional styleThe Directional style The Strategic styleThe Strategic style The Managing styleThe Managing style The Motivational styleThe Motivational style The Shepherding styleThe Shepherding style The Team-building styleThe Team-building style The Entrepreneurial styleThe Entrepreneurial style The Re-engineering styleThe Re-engineering style The Bridge-building styleThe Bridge-building style


Male and Female Styles of Male and Female Styles of LeadershipLeadership

Eagly and Johnson (1990), concluded that Eagly and Johnson (1990), concluded that women were often found to lead in a more women were often found to lead in a more interpersonally oriented leadership style and interpersonally oriented leadership style and men were found to lead in a more task-men were found to lead in a more task-oriented style.oriented style.


LOCAL CHURCH LOCAL CHURCH MANAGEMENTMANAGEMENT

The 5 essential for management The 5 essential for management excellence in the local church:-excellence in the local church:-

Specific strategiesSpecific strategies Realistic resourcesRealistic resources Empowered peopleEmpowered people Clear communicationClear communication Practical policies and proceduresPractical policies and procedures


THE 4 FUNCTIONS OF THE 4 FUNCTIONS OF MANAGEMENTMANAGEMENT

PLANNINGPLANNING ORGANISINGORGANISING DIRECTING (LEADING)DIRECTING (LEADING) CONTROLLINGCONTROLLING


Planning Planning The language of planningThe language of planning The words ‘aims’, ‘objectives’, ‘goals’ and ‘targets’ are often used interchangeably - They all The words ‘aims’, ‘objectives’, ‘goals’ and ‘targets’ are often used interchangeably - They all

What is important is not what they are called, but the What is important is not what they are called, but the time scale time scale involved.involved. An An aim aim is an overall objective or goal: what the organisation would achieve if it was 100 per is an overall objective or goal: what the organisation would achieve if it was 100 per

cent successful. It defines why the organisation exists, its purpose, and its reason for being. cent successful. It defines why the organisation exists, its purpose, and its reason for being. This is sometimes called the organisation’s This is sometimes called the organisation’s missionmission, as expressed in a , as expressed in a mission statementmission statement or or

statement of core purposestatement of core purpose.. ObjectivesObjectives are what the organisation wants to achieve within certain time periods. All of the are what the organisation wants to achieve within certain time periods. All of the

organisation’s objectives, whether long, medium or short term, and all its activities should be organisation’s objectives, whether long, medium or short term, and all its activities should be in line with its core purpose.in line with its core purpose.

The time periods for strategic objectives in a fairly well established small or medium sized The time periods for strategic objectives in a fairly well established small or medium sized organisation might be three to five years for long term, two to three years for medium term, organisation might be three to five years for long term, two to three years for medium term, and 12 to 18 months for short term. For a larger organisation long term might be as long as 10 and 12 to 18 months for short term. For a larger organisation long term might be as long as 10 or 20 years, while for a new organisation long term might be as short as one year. or 20 years, while for a new organisation long term might be as short as one year.

Short term or immediate objectivesShort term or immediate objectives (for this year, this month, this week) might be called (for this year, this month, this week) might be called objectives, goals or targets.objectives, goals or targets.


Types of planning Types of planning Development Planning: Development Planning: long term, with a broad overview of long term, with a broad overview of

policies, current activities and new activities.policies, current activities and new activities. Action or Tactical Planning: Action or Tactical Planning: steps to implement a strategic steps to implement a strategic

plan or reach long term goals.plan or reach long term goals. Recurrent or Cyclical Planning: Recurrent or Cyclical Planning: for events or activities for events or activities

which occur regularly or must be regularly undertaken, for which occur regularly or must be regularly undertaken, for example yearly planning, termly planning.example yearly planning, termly planning.

Project Planning: Project Planning: for a specific, time-limited piece of work.for a specific, time-limited piece of work. Operational Planning: Operational Planning: to keep the school and functioning to keep the school and functioning

smoothly and able to carry out the work it has to do.smoothly and able to carry out the work it has to do. Day to day Planning: Day to day Planning: specific actions needing to be done specific actions needing to be done

immediately.immediately. Contingency Planning: Contingency Planning: allowing for the unforeseen.allowing for the unforeseen.


Planning action spiral Planning action spiral


Learning to delegateLearning to delegateo Identify a “whole task”to one personIdentify a “whole task”to one persono Identify the actual outcome you want & expectIdentify the actual outcome you want & expecto Identify the “right”individual for this projectIdentify the “right”individual for this projecto Meet to outline results & any limitationsMeet to outline results & any limitationso Don’t underestimateone’s potential to do Don’t underestimateone’s potential to do

things for youthings for youo Make sure they understand what is expectedMake sure they understand what is expectedo Make arrangements for feedbackMake arrangements for feedbacko Make sure they come with recommendationsMake sure they come with recommendationso Avoid surprises Avoid surprises

the church: leading by example

Documents

leadership myths leadership

levels of leadership

christian principles

priestreal leadership

nationthe church

examplethe church

position level

maxwelleach leader