Obviously it’s almost impossible to really know someone’s character before they start work. But that’s no excuse for just ignoring it. We can at least try to find out what drives people and how they react in difficult situations. And it does not stop with recruitment – what about staff appraisal and development?

Leaders see it all the time ‒ employees responding poorly to change initiatives. Maybe a new approach is required ‒ one that acknowledges the resisting forces and, in understanding them, reduces their sway.

Do you know when it is okay to be acceptable; do your people know? How do you communicate that to your people? How do you...

How do you set priorities in the face of overwhelming requests for help?

When team members have the courage to build trust and make themselves vulnerable, it lays a foundation for a team, and it changes everything else that comes from that team.

Have you ever known someone who let power or position go to their head? I’ll bet it was hard for you to follow or respect that leader. Power is an essential force in human relations that can be used for good or evil, but to be a benevolent force it must be tamed; therefore, Christ’s stewards must consider the responsible use of the power He places in our hands.

Simply by valuing others, we can open up lines of communication that we thought were closed.

Always remember, if you’re doing anything of substance and meaning, criticism will come your way. It can’t be avoided, but it can be advantageous if you respond properly.

From your perspective – how do you integrate employee feedback to make your organization stronger and/or more effective? What examples can you point to?

How do you recognize numbness in your own leadership? Here are three warning signs.

George relates the similarities between today’s prolific churches with the characteristics of the churches depicted in Acts. Churches that rapidly multiply today have certain things in common: Money is not a necessary component, nor are particular doctrine or liturgy, buildings, degrees, big meetings, or eloquent speakers. They require no church practices except what Christ and His apostles required.

37 things I’ve learned in 37 years of ministry. I’m sure I’ve got a lot more to learn, and glad the Lord is so patient with me, because I’m a pretty slow learner. Hope they’ve been encouraging to you.

Here are yet 10 more things I learned (and am still learning).

What are the little things that “won’t ever go wrong” in your organization? Specifically, what are you doing to ensure your people don’t take...

Yesterday, I began a series of blog posts called 37 Things I Learned in 37 Years of Ministry and began with 10 things I’d learned. Here we go with a few more.

Recently, I retired from full-time ministry after 37 years. Here are some things I learned over the years. They are not in any particular order.

For any organization to last, there needs to be a blend of leadership strengths and gifts. Once in a while there’s a leader that can do all of these things, but that is rare. This is why it’s so important to choose the right people to lead, develop and grow an organization.

Who on earth would choose to be a leader? It is such a tough calling. It rarely leads to fame or fortune. Over the years as a leader I’ve often wondered about the cost and whether it is all worth it.

Boss: "I wish my people would take more initiative, be more creative, get outside the box." Employee: "I wish my boss would turn me loose, untie my hands, let me show what I can do."