Friday, March 31, 2017

Notes on "The Lenses of Leadership" by Bill Hybels

"Leadership is moving people from here to there."

"People feed off the passion of their leader."

"A motivated worker will outperform an unmotivated worker by as much as 40 percent."

". . . the highest inspirational effect on team members is to work for and around a passion-filled leader."

"Take reflection time to sort out what you must do consistently to stay filled up . . . Everybody around you wins when you lead with enthusiasm and energy."

"Reduce 'transactional noise' in and around your organization using a tool like the Lominger Competency Card Sort."

"Transactional noise - that low frequency rumble of discontent that you hear from the staff in the hallways when they don't understand why certain decisions are made or worse yet why certain staff members are behaving the way they are and are getting away with it."  (Water cooler conversation)

"Transactional noise takes its toll on morale and performance in an organization."

Lominger Competency Card Sort - a deck of 67 cards.  On each card is a competency.  You give one person the deck of cards and tell them to identify the top 22 competencies they see in another staff member's life. If you see some non-competencies, place those cards in another pile.  The competencies are the green pile and the non-competencies are the orange pile.  The rest are put in a different pile.  The put the cards on a chart.  Find what the competencies cluster together.  

The following is a list of the Lominger Competencies taken from

Lominger Standard 67 Competencies and Related Descriptions 

1) Action Oriented
Enjoys working hard; is action oriented and full of energy for the things he/she sees as
challenging; not fearful of acting with a minimum of planning; seizes more opportunities than

2) Dealing With Ambiguity
Can effectively cope with change; can shift gears comfortably; can decide and act without having
the total picture; isn’t upset when things are up in the air; doesn’t have to finish things before
moving on; can comfortably handle risk and uncertainty.

3) Approachability
Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm,
pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others;
builds rapport well; is a good listener; is an early knower, getting informal and incomplete
information in time to do something about it.

4) Boss Relationships
Responds and relates well to bosses; would work harder for a good boss; is open to learning from
bosses who are good coaches and who provide latitude; likes to learn from those who have been
there before; easy to challenge and develop; is comfortably coachable.

5) Business Acumen
Knows how businesses work; knowledgeable in current and possible future policies, practices,
trends, and information affecting his/her business and organization; knows the competition; is
aware of how strategies and tactics work in the marketplace.

6) Career Ambition
Knows what he/she wants from a career and actively works on it; is career knowledgeable;
makes things happen for self; markets self for opportunities; doesn’t wait for others to open

7) Caring About Direct Reports
Is interested in the work and non-work lives of direct reports; asks about their plans, problems,
and desires; knows about their concerns and questions; is available for listening to personal
problems; monitors workloads and appreciates extra effort.

8) Comfort Around Higher Management
Can deal comfortably with more senior managers; can present to more senior managers without
undue tension and nervousness; understands how senior managers think and work; can determine
the best way to get things done with them by talking their language and responding to their
needs; can craft approaches likely to be seen as appropriate and positive.

9) Command Skills
Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but
isn’t afraid to end and move on; is looked to for direction in a crisis; faces adversity head on;
energized by tough challenges.

10) Compassion
Genuinely cares about people; is concerned about their work and non-work problems; is
available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates
real empathy with the joys and pains of others.

11) Composure
Is cool under pressure; does not become defensive or irritated when times are tough; is
considered mature; can be counted on to hold things together during tough times; can handle
stress; is not knocked off balance by the unexpected; doesn’t show frustration when resisted or
blocked; is a settling influence in a crisis.

12) Conflict Management
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused
listening; can hammer out tough agreements and settle disputes equitably; can find common
ground and get cooperation with minimum noise.

13) Confronting Direct Reports
Deals with problem direct reports firmly and in a timely manner; doesn’t allow problems to
fester; regularly reviews performance and holds timely discussions; can make negative decisions
when all other efforts fail; deals effectively with troublemakers.

14) Creativity
Comes up with a lot of new and unique ideas; easily makes connections among previously
unrelated notions; tends to be seen as original and value-added in brainstorming settings.

15) Customer Focus
Is dedicated to meeting the expectations and requirements of internal and external customers;
gets first-hand customer information and uses it for improvements in products and services; acts
with customers in mind; establishes and maintains effective relationships with customers and
gains their trust and respect.

16) Timely Decision Making
Makes decisions in a timely manner, sometimes with incomplete information and under tight
deadlines and pressure; able to make a quick decision.

17) Decision Quality
Makes good decisions (without considering how much time it takes) based upon a mixture of
analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out
to be correct and accurate when judged over time; sought out by others for advice and solutions.

18) Delegation
Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares
both responsibility and accountability; tends to trust people to perform; lets direct reports finish
their own work.

19) Developing Direct Reports
Provides challenging and stretching tasks and assignments; holds frequent development
discussions; is aware of each direct report’s career goals; constructs compelling development
plans and executes them; pushes direct reports to accept developmental moves; will take direct
reports who need work; is a people builder.

20) Directing Others
Is good at establishing clear directions; sets stretching objectives; distributes the workload
appropriately; lays out work in a well-planned and organized manner; maintains two-way
dialogue with others on work and results; brings out the best in people; is a clear communicator.

21) Managing Diversity
Manages all kinds and classes of people equitably; deals effectively with all races, nationalities,
cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class;
supports equal and fair treatment and opportunity for all.

22) Ethics and Values
Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both
good and bad times; acts in line with those values; rewards the right values and disapproves of
others; practices what he/she preaches.

23) Fairness to Direct Reports
Treats direct reports equitably; acts fairly; has candid discussions; doesn’t have hidden agenda;
doesn’t give preferential treatment.

24) Functional/Technical Skills
Has the functional and technical knowledge and skills to do the job at a high level of

25) Hiring and Staffing
Has a nose for talent; hires the best people available from inside or outside; is not afraid of
selecting strong people; assembles talented staffs.

26) Humor
Has a positive and constructive sense of humor; can laugh at him/herself and with others; is
appropriately funny and can use humor to ease tension.

27) Informing
Provides the information people need to know to do their jobs and to feel good about being a
member of the team, unit, and/or the organization; provides individuals information so that they
can make accurate decisions; is timely with information.

28) Innovation Management
Is good a bringing the creative ideas of others to market; has good judgment about which
creative ideas and suggestions will work; has a sense about managing the creative process of
others; can facilitate effective brainstorming; can project how potential ideas may play out in the

29) Integrity and Trust
Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an
appropriate and helpful manner; keeps confidences; admits mistakes; doesn’t misrepresent
him/herself for personal gain.

30) Intellectual Horsepower
Is bright and intelligent; deals with concepts and complexity comfortably; described as
intellectually sharp, capable, and agile.

31) Interpersonal Savvy
Relates well to all kinds of people, up, down, and sideways, inside and outside the organization;
builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and
tact; can diffuse even high-tension situations comfortably.

32) Learning on the Fly
Learns quickly when facing new problems; a relentless and versatile learner; open to change;
analyzes both successes and failures for clues to improvement; experiments and will try anything
to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the
underlying structure of anything.

33) Listening
Practices attentive and active listening; has the patience to hear people out; can accurately restate
the opinions of others even when he/she disagrees.

34) Managerial Courage
Doesn’t hold back anything that needs to be said; provides current, direct, complete, and
“actionable” positive and corrective feedback to others; lets people know where they stand; faces
up to people problems on any person or situation (not including direct reports) quickly and
directly; is not afraid to take negative action when necessary.

35) Managing and Measuring Work
Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures;
monitors process, progress, and results; designs feedback loops into work.

36) Motivating Others
Creates a climate in which people want to do their best; can motivate many kinds of direct
reports and team or project members; can assess each persons hot button and use it to get the best
out of him/her; pushes tasks and decisions down; empowers others; invites input from each
person and shares ownership and visibility; makes each individual feel his/her work is important;
is someone people like working for and with.

37) Negotiating
Can negotiate skillfully in tough situations with both internal and external groups; can settle
differences with minimum noise; can win concessions without damaging relationships; can be
both direct and forceful as well as diplomatic; gains trust quickly of other parties to the
negotiations; has a good sense of timing.

38) Organizational Agility
Knowledgeable about how organizations work; knows how to get things done both through
formal channels and the informal network; understands the origin and reasoning behind key
policies, practices, and procedures; understands the cultures of organizations.

39) Organizing
Can marshal resources (people, funding, material, support) to get things done; can orchestrate
multiple activities at once to accomplish a goal; uses resources effectively and efficiently
arranges information and files in a useful manner.

40) Dealing With Paradox
Can act in ways that seem contradictory; is very flexible and adaptable when facing tough calls;
can combine seeming opposites like being compassionately tough, stand up for self without
trampling others, set strong but flexible standards; can act differently depending upon the
situation; is seen as balanced despite the conflicting demands of the situation.

41) Patience
Is tolerant with people and processes; listens and checks before acting; tries to understand the
people and the data before making judgments and acting; waits for others to catch up before
acting; sensitive to due process and proper pacing; follows established process.

42) Peer Relationships
Can quickly find common ground and solve problems for the good of all; can represent his/her
own interests and yet be fair to other groups; can solve problems with peers with a minimum of
noise; is seen as a team player and is cooperative; easily gains trust and support of peers;
encourages collaboration; can be candid with peers.

43) Perseverance
Pursues everything with energy, drive, and a need to finish; seldom gives up before finishing,
especially in the face of resistance or setbacks.

44) Personal Disclosure
Shares his/her thoughts about personal strengths, weaknesses, and limitations; admits mistakes
and shortcomings; is open about personal beliefs and feelings; is easy to get to know for those
who interact with him/her regularly.

45) Personal Learning
Picks up on the need to change personal, interpersonal, and managerial behavior quickly;
watches others for their reactions to his/her attempts to influence and perform, and adjusts; seeks
feedback; is sensitive to changing personal demands and requirements and changes accordingly.

46) Perspective
Looks toward the broadest possible view of an issue/challenge; has broad-ranging personal and
business interests and pursuits; can easily pose future scenarios; can think globally; can discuss
multiple aspects and impacts of issues and project them into the future.

47) Planning
Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals;
breaks down work into the process steps; develops schedules and task/people assignments;
anticipates and adjusts for problems and roadblocks; measures performance against goals;
evaluates results.

48) Political Savvy
Can maneuver through complex political situations effectively and quietly; is sensitive to how
people and organizations function; anticipates where the land mines are and plans his/her
approach accordingly; views corporate politics as a necessary part of organizational life and
works to adjust to that reality; is a maze-bright person.

49) Presentation Skills
Is effective in a variety of formal presentation settings: one-on-one, small and large groups, with
peers, direct reports, and bosses; is effective both inside and outside the organization, on both
cool data and hot and controversial topics; commands attention and can manage group processes
during the presentation; can change tactics midstream when something isn’t working.

50) Priority Setting
Spends his/her time and the time of others on what’s important; quickly zeros in on the critical
few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a
goal; eliminates roadblocks; creates focus.

51) Problem Solving
Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all
fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks
beyond the obvious and doesn't stop at the first answers.

52) Process Management
Good at figuring out the processes necessary to get things done; knows how to organize people
and activities; understands how to separate and combine tasks into efficient work flow; knows
what to measure and how to measure it; can see opportunities for synergy and integration where
others can't; can simplify complex processes; gets more out of fewer resources.

53) Drive For Results
Can be counted on to exceed goals successfully; is constantly and consistently one of the top
performers; very bottom-line oriented; steadfastly pushes self and others for results.

54) Self-Development
Is personally committed to and actively works to continuously improve him/herself; understands
that different situations and levels may call for different skills and approaches; works to deploy
strengths; works on compensating for weakness and limits.

55) Self-Knowledge
Knows personal strengths, weaknesses, opportunities, and limits; seeks feedback; gains insights
from mistakes; is open to criticism; isn't defensive; is receptive to talking about shortcomings;
looks forward to balanced (+'s and -'s) performance reviews and career decisions.

56) Sizing Up People
Is a good judge of talent; after reasonable exposure, can articulate the strengths and limitations of
people inside or outside the organization; can accurately project what people are likely to do
across a variety of situations.

57) Standing Alone
Will stand up and be counted; doesn't shirk personal responsibility; can be counted on when
times are tough; willing to be the only champion for an idea or position; is comfortable working
alone on a tough assignment.

58) Strategic Agility
Sees ahead clearly; can anticipate future consequences and trends accurately; has broad
knowledge and perspective; is future oriented; can articulately paint credible pictures and visions
of possibilities and likelihoods; can create competitive and breakthrough strategies and plans.

59) Managing Through Systems
Can design practices, processes, and procedures which allow managing from a distance; is
comfortable letting things manage themselves without intervening; can make things work
through others without being there; can impact people and results remotely.

60) Building Effective Teams
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares
wins and successes; fosters open dialogue; lets people finish and be responsible for their work;
defines success in terms of the whole team; creates a feeling of belonging in the team.

61) Technical Learning
Picks up on technical things quickly; can learn new skills and knowledge; is good at learning
new industry, company, product, or technical knowledge; does well in technical courses and

62) Time Management
Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the
more important priorities; gets more done in less time than others; can attend to a broader range
of activities.

63) TQM/Re-Engineering
Is dedicated to providing the highest quality products and services which meet the needs and
requirements of internal and external customers; is committed to continuous improvement
through empowerment and management by data; is willing to re-engineer processes from
scratch; is open to suggestions and experimentation; creates a learning environment leading to
the most efficient and effective work processes.

64) Understanding Others
Understands why groups do what they do; picks up the sense of the group in terms of positions,
intentions, and needs; what they value and how to motivate them; can predict what groups will
do across different situations.

65) Managing Vision and Purpose
Communicates a compelling and inspired vision or sense of core purpose; talks beyond today;
talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the
vision; makes the vision shareable by everyone; can inspire and motivate entire units or

66) Work/Life Balance
Maintains a conscious balance between work and personal life so that one doesn't dominate the
other; is not one-dimensional; knows how to attend to both; gets what he/she wants from both.

67) Written Communications
Is able to write clearly and succinctly in a variety of communication settings and styles; can get

messages across that have the desired effect.

By using this method a leadership can give employees projects and assignments they are best suited for.

Share the competencies of each staff member with the group so that you not only have self-awareness but you also have other-awareness.

This exercise and the changes made as a result tends to lessen the transactional news in an organization.

"Develop the skill of talent observation so you can identify both tomorrow's superstars and potential coaching opportunities."

"Maximizing team performance involves setting goals and measuring progress toward goal achievement." - "This requires constant readjustment."

"Goalaholic - having too many goals and pressing too hard to meet them."

". . . you're not measuring anything, staff can get confused and demotivated."

"Consider implementing a performance system to help your team know how they're doing."

Legacy - "what people remember of you once you're gone."

"Leadership is not fundamentally about time but energy."

Thursday, August 15, 2013

Looking Beyond Our Own Concerns

The mental patient stood with his ear close to the wall, listened intently. The attendant approached. “Sh!” whispered the patient, beckoning him over. The attendant pressed his ear to the wall. “I can’t hear a thing,” he finally said. “No,” replied the patient, “it’s been like that all day!”

Some people are confident that things are going to go wrong. If things dont go wrong they should have. When they get outside the sphere of the customary they get nervous, pessimistic and uncertain.  Conspiracy theories are easy answers to their imagined concerns.  Such attitudes can be stifling.  They can stunt the progress of an organization.

A leader who is faced with this type of problem must be able to lift the eyes of of his people from their own concerns to see the legitimate needs of others.

When our concerns are no longer about ourselves but about the legitimate needs of others we are able to offer hope to others rather than wish we had hope for ourselves.  In getting beyond ourselves we discover that our problems are small in comparison to many around us.

This was demonstrated to me recently by a lady who had lost her mother.  She told me that she tried to share her grief with a friend who had lost his father.  As they discussed their grief she learned that her friend's father had been horribly and mercilessly beaten by burglars and left for dead.  Later they returned and shot him twice in the head.  The lady told me, "I broke down and cried.  I suddenly realized that even though I had lost my mother I didn't know how to help my friend in his grief.  His pain was much greater than mine."  This incident helped her to realize that others had greater concerns.  It was then that she was able to see that she needed to reach out and help others rather than continue to require attention for her own concerns.

When you are faced with this kind of problem as a leader, what steps do you take to turn the situation around?

Thursday, July 4, 2013

The Cost of Cover-Up

VinothChandar / Foter / CC BY
In America we have suffered through more than enough political cover-ups. The White House has often appeared to the public to be a sullied grayish color. And yet, cover-ups are not limited to politics, the intellectual or the wealthy. Cover-ups continue to be a common practice because people feel the weight of guilt and try to mask over the nature of their actions. Like the idiot lights on the dashboards of our car the warning pains of conscience are often ignored. Maybe you like others have taken a piece of electrical tape and covered up the light so it would not be so annoying. The conscience is like the red warning light on the dashboard of the car. You can either stop and deal with the trouble, or cover up the light. Ignoring the warnings of conscience leads to inappropriate actions which in turn bring the increase of pain from guilt. Coco Chanel a French Fashion designer understood the dynamic of guilt when he said, “Guilt is perhaps the most painful companion of death.”

 A leader is often placed in situations of ethical and moral choice. To ignore the warnings of conscience at times may seem to be the most lucrative and pleasant route to take. In the end, however, the leader will be faced with the need for "cover-up" or admission of guilt with its consequences. Cover-up is seldom a choice that has lasting affect. At some point the leader must "face the music." Thus, every leader would be wise to take the high road. Best practices, good moral choices, good moral behavior and unreprachable ethics always pay high dividends in the end. By Dr. Gayle Woods

Thursday, June 20, 2013

Peter E. Lee / Animals Photos / CC BY-NC

C. Peter Wagner tells that when he was young he attended “horse pulls.” One of the strongest horses could pull 7,000 pounds and another an amazing 9,000 pounds. But when the two horses were hitched together, they could pull 33,000 pounds.

This is a principle which will bring exponential results if the leader understand and utilizes it properly.  Often leaders motivate their people through the use of competition.  Although competition can be healthy it also can be destructive.  For better and exponential results the leader who understands this principle unites leading workers in a task describing mutual benefit.  Giving adequate instructions, ample resources, and animated encouragement he will likely see remarkable results.

by Dr. Gayle Woods

Thursday, June 13, 2013

An Unprogrammed Moment of Nobility

The story is told that Abraham Lincoln once visited a slave auction. He did not go to buy a slave but merely to watch the proceedings. As he watched he was more convinced than before of the indignity of selling and buying a fellow human being. As a result of the experience he was overcome with rage.

In this state he observed a young woman being brought to the auction block. She was obviously difficult to manage as she rebelled against the possibility of being sold to a stranger. She probably had known this experience in the past as owners had used, abused and then disposed of her.

Lincoln did something that was out of character. He joined the bidding and he continued to raise his offers until he was awarded the sale of the slave girl. After paying the price and he strode over to where she was being held. Her defiant anger was now focused on him. To her disbelief he said, “You’re free.” She vehemently expressed her disbelief. Lincoln insisted. “You are free. You can go wherever you want and do whatever you want.” The truth of the matter was finally grasped and she said, “Well, if I am really free, than I’m going with you.”

Leaders may at times confuse those who observe their decisions and actions.  Lincoln displayed depth of character by 1) his actions being based on principle rather than popularity, 2) his concerns being centered on the needs of others rather than the approval of the majority, and 3) his integrity which caused him to carry through with his noble act even when he was rebuffed by the benefactor.  We can learn a lot by observing this unprogrammed moment of nobility.

By Dr. Gayle Woods

Tuesday, June 11, 2013

Success By What Standard?

Paul Harvey once gave the secret of his success. He said: “I get up when I fall down,” Bits & Pieces, March 3, 1994, p. 16.

Race-car-driver Bill Vukovich might have him beat. He said, “There’s no secret. You just press the accelerator to the floor and steer left.”    Today in the Word, February 17, 1993

Time Magazine’s 2012 list of the 100 most influential people puts the following in the top ten:

Jeremy Lin point guard for the Houston Rockets
Christian Marclay – artist
Viola Davis – actress
Salman Khan – educator
Tim Tebow – quarterback for the New York Jets
E. L. James – author
Louis CK – stand up comedian
Rihanna –  artist, actress and fashion designer
Marco Rubio – US Senator (R) from Florida
Ali Farzat – Political Cartoonist
A list like this makes me wonder about the world’s measuring stick for success.  I have found that the best place to find the secret of success in God’s Word.  There you will find that the secret of success, victory and unusual exploits that anointed servants of God’s achievement lies in the fact that God’s presence is always with them.  This means . . .

· To be willing to serve God in whatever way He wants
· To be full of the Holy Spirit
· To allow God’s Word to be authoritative in your life
· To be like the Lord Jesus Christ

Personally, I would rather have my name listed in Hebrews 11 than in the Guinness Book of Record or Who's Who in America.

Do you want to overcome great problems? Do you want to fulfill your divine destiny? You need the power of His presence.

By Dr. Gayle Woods

Wednesday, May 22, 2013

Lessons Learned from a Leadership Veteran

Willow Creek D/CH / / CC BY

Bill Hybels and Rich Devos (2000)

Rich Devos co-founder of Amway.  Owns Orlando Magic team.  His son Dick is current president of Amway Corp.  Dick is on board at Willow Creek.

Running any organization is filled with failure.  The only problem with that is knowing how to deal with failure.

One failed business – A flying school – he didn’t know how to fly. 

He passed Latin with the condition that he would never take Latin again.

They (He and Jay) weren’t afraid to do something because they didn’t know how.

They bought a sailboat – they read a book about it but never had been on one before – they finally sank it.

They sold Nutrilite.  They were committed to have their own business.  Jays mother said it was good so they went out and sold it.

The concept of Amway – It was the American Way – to have your own business.  It was designed to help people have their own business.

They just went to work every day.  Everyday they did something to advance the cause.  Don’t get into the leadership role and forget to build. 

4 Steps Leaders who fail take
11.       First a Builder 
22.       Next a Manager- becomes stagnant 
33.       Then a Justifier of Non-Performance 
44.       Finally a Blame Placer

Things that move people are to say – “I’m sorry,”  “I’m wrong,”  “I’m proud of you,” “I love  you,”  “I trust you,” and  “I believe in you.”

How do things look from another person’s viewpoint.

The best way to motivate people is to tell them, “You can do it.”

Rich DeVos writes a lot of memos to people to encourage them.

If you want excellence you have to pay for it.  This may mean that you have to work hard at it.

“I decided that instead of being a big wheel and needed to make our distributors big wheels.”

“I’m not a great conversationalist.  I just listen.”  At interested in their lives . . . that is motivation.

We need R and D.  (Research and Development)  What is the next new thing?  Try and fail at some things.  Experiment.

If you don’t continually look for new ways to improve and advance your cause you are preparing for failure. 

The fun part of tithing is that when you give, you don’t lose it because you never claimed it as your own.

“Don’t put down achievement.  Appreciate people who have money.”

“Get over the fear of rejection.”

Always be who you are.  Don't be afraid to tell others of your faith in Christ.

The Leadership Summit on Learning From Other Leaders-  DVD 1
Willow Creek Resource