Many of you who know me by now probably know that I’m switching positions at my company, moving on from my role in Leadership Development. Having read a large number of books and having taught classes, updated content, and such, I think I would sum up effective leadership as requiring:

1) Clarity of vision
2) Consistency in action
3) Transparency in Communication
4) Reflection in evaluation

To expand and sum these up a little further: Clarity of Vision

Is the vision of the organization you are leading so clear that any member can articulate it and so that every program & process is guided by that vision? If people don’t know where you are leading them (in the Big Picture), how can you expect them to follow?

The church we attend, Connection Pointe, has a mission/vision statement ” buy nolvadex online without prescription, dapoxetine without prescription. Connecting People to Jesus and Each Other” which is the core of each ministry/program, and is articulated frequently enough that anyone who pays attention knows it.

Consistency in Action

Do leaders in the organization act in a manner consistent with their organization’s vision and stated values? If I, as a leader, do not act in a manner consistent with the values I hold forward as those of my organization, the message I give is that there is a difference between the stated values and the actual values.

In a church setting, this is an even trickier row to hoe, because in today’s society, hypocrisy is the biggest “turn off” to the unchurched. Additionally, Gen X and Gen Y also have hang-ups with legalism, so churches that cling too tightly to tradition (see my previous post) for traditions’ sake or who hold to doctrines that are only loosely (or sloppily) based on scripture, are almost, by definition, in danger of acting in a manner that is inconsistent with their stated values (i.e. the Bible).

For example, in the case of our church, it is highly visible that one of its core values is lost people matter to God, and that the leadership believe this and act in a manner consistent with this value.
nolvadex buy online, buy dapoxetine.
Transparency in Communication

Do leaders in the organization put out as much information as possible with as little “spin” as possible – especially in difficult times – and do they listen to their followers?

Communication is a two way street, which most often requires more listening on the part of the leader than talking. If I, as a leader, am not listening to what concerns my followers most, I risk being seen as out-of-touch and controlling – never a good combination.

Being transparent with as much information for your followers as possible, is also a key to effective leadership. It is not up to you to be a “filter” for what your followers should know – except where confidentiality/tact/regulation is required. Too often, ineffective leaders ask themselves the question I s there a good reason I should tell my followers about this? instead of Is there a good reason I should NOT tell my followers about this? This builds trust, and helps those who are following to not see the leader as controlling or paternalistic. It also leads to better results, because your people very often may be able to use data you might have thought to be irrelevant/unimportant to further the vision of the organization in ways that would not have been otherwise possible.

I have been in organizations in and apart from work, where information was a hoarded commodity and that to ask for it was viewed with intense suspicion. A church we used to attend would even accuse you of disrespecting/dishonoring members of leadership if you asked them questions whose answers were not secret, sacred or confidential. Their answer to almost every question was “why do you want to know that?” My point, exactly. Reflection in Evaluation

This is the characteristic which is transcendant to sustaining effective leadership. Do leaders reflect upon their own performance, and are they as hard on themselves as they are on others who fall short in their evaluation? Do leaders consistently take the time required to evaluate what just happened? before they move on to what happens next?

Too many leaders (and I fall into this trap too often) feel they are too strapped for time to conduct even quick, informal “after action reviews”. In doing so, they miss the chance to learn and develop themselves (and their people) from their own experiences.

Sitting down after every project/service/program/etc. and asking the basic questions: If I had to do this again, what would I do differently and why? What would I do the same and why? Based on this, are there actions or behaviors that I should start doing or stop doing?

Without this reflective feedback loop, patterns will develop and needed opportunities for change will be missed. Leadership will be ineffective.


This isn’t rocket science, but when it is done right, boy does it feel good…


Name (required)

Email (required)


XHTML: You can use these tags: <a href="" title=""> <abbr title=""> <acronym title=""> <b> <blockquote cite=""> <cite> <code> <del datetime=""> <em> <i> <q cite=""> <strike> <strong>

Share your wisdom