10 Ways Leaders Become Grandmasters—Scott Cochrane
Leadership is a lot like a game of chess.
Like a grandmaster in chess, the best leaders have an uncanny ability to look several moves ahead. They anticipate changes; some well down the road and adapt accordingly.
Watch a grandmaster chess champion in action and you’ll see what I mean. Unlike pedestrian players, like me, these players don’t simply respond to each move their opponent makes. Rather, they think ahead. They anticipate multiple moves their opponent might make and devise any number of responses.
Perfectionism Is Increasing, and That’s Not Good News—Thomas Curran and Andrew P. Hill
Perhaps the most concerning trend documented in our analysis is that of socially prescribed perfectionism. It increased at twice the rate of self-oriented and other-oriented perfectionism. It is also the form of perfectionism that exhibits the largest association of all the dimensions with a host of mental health issues including anxiety, depression, social phobia, and suicidal thoughts. The increase in socially prescribed perfectionism makes for a compelling backdrop for almost epidemic levels of serious mental illness in young people.
How to Add More Time to Your Work Day—Steve Graves
Most of the delegation-related thoughts of a non-delegator don’t start with “How can we grow profits?” or “How can I best develop the people under me?” They are far more inward-focused—“I need help.” But as they sit and stare at that need, the anxiety around turning over a project outpaces that need for help. And they convince themselves not to delegate.
Sense the need for help. Look around at options. Only trust yourself over others. Add more workload. Repeat.
12 Ways to Build Staff Morale—Dan Reiland
Why is it that some church teams stick together like brothers and sisters even under adversity?
Their attendance may be stuck, perhaps few baptisms are taking place, and the offerings remain under budget, but the morale is still strong. They stay on mission, press forward, and genuinely enjoy being with each other.
Their morale is high.
How to Work Effectively With Visionary Leaders—Brian Dodridge
A visionary I work with often says, “I can see A, and I can see Z. What I can’t see is what’s in-between.” He’s not focused on B through Y. Therefore, those parts are unclear. They lack focus. That’s where you come in. You can determine the importance of B through Y. Most great visions will lack clarity at some level, and that’s okay. It allows others to speak into the vision, as well as the visionary.
Some visions never come to fruition because they were simply not good, or were more about the visionary than the vision. But I wonder how many visions from God were given to gifted leaders, but never happened because the visionary didn’t have someone capable to come alongside them?
Facebook Video of the Week: 3 Signs You Are a Micromanager
5LQ Podcast of the Week
5LQ Episode 225: How to Lead a Staff Retreat