Barnabas Leadership Group Gathering 3

© 20013 E. Stanley Ott

Gathering 3

We must be the

People of God

before we do the

work of the

People of God


PrayerWord

Share



Growth in Soul Care andLeadership Capacity

Walking with Jesus

Learning(read)

Leading(lead)

Reflecting(heed)

Gui Besana for the New York Times 10/12/13

The Mona Lisa

“Collecting” without Noticing


Mutual Invitation

Each may speak __ minutes

Everyone speak a first time before a second time

Pause and reflect on what is said before the next person

First person begins. Pauses for reflection. Accepts clarification questions.

Then invites the next person to speak. You may pass until later but you invite the next person.


Learning the art of noticing your Leadership Moments

• Leadership Examen

• Mutual Peer Coaching

leader

follower

vision

Call to action

team

delegation

development



The Circle of the Leader


Then when he (Barnabas) arrived (in

Antioch) and witnessed the grace of

God, he rejoiced and began to

encourage them all with resolute heart

to remain true to the Lord; for he was a

good man, and full of the Holy Spirit and

of faith. Acts 9:23-24


Rule of Life and PPT


The Circle of the Follower


The Value of the

Person:

Love

Dignity &Respect

Ways to Value Those You Would Lead -Those You See with “People Eye’s

Value People Through:• Your Vision for them• Your Presence to them• Your Relationship with them• Your Communication with them• Your Appreciation of them• Their Compensation• By Building Community• Loose-Tight Expectations


Greek: the more you know the more

educated you are!

Hebrew: you are as educated as you

do what you know!


Leadership is HEBREW

http://principlesforlifeministries.com/2012/01/04/the-problem-with-heroes-both-super-and-human/

What do you see as your leadership growing edge?


The Circle of Vision


The Philosophy of the Circle:

To lead you must “see” where

you are going and have a plan

to get there.

The Practice of the Circle:

Have vision. Plan action.

Video: Stephen Covey – “Goal”


Outstanding vs Typical leaders:

1. Achievement motivation.2. Long-term initiative or strategy.3. Ability to focus on group goals over

individual goals.4. Use of power through consensus-

building.5. Ability to persuade members to support

group goals.6. Deep grounding in spirituality.

Rosemarie Ong: Nygren, D. J., & Ukeritis, M. (1993). The future of religious orders in the United States: Transformation and commitment. Santa Barbara, CA: Praeger.


Kinds of challenges:

Technical (linear)

Adaptive (nonlinear

–flux)


Ron Heifitz “Leadership on the Line”

Video: Heifitz on Leadership


“The Work of Leadership” HBR or Google: bostonsix.com Heifetz

Notes on “The Work of Leadership” Google: Stickyfaith.org Heifetz


Approaching the adaptive challenge requires:

Humility (in times of rapid change, what you know can mislead you – Dilworth)

Inquiry

Experimentation (probe)

Godly Gumption

We don’t “solve” adaptive challenges – we navigate them!


Wicked problems often crop up when organizations have to face constant change or unprecedented challenges. They occur in a social context; the greater the disagreement among stakeholders, the more wicked the problem. In fact, it is the social complexity of wicked problems as much as their technical difficulties that make them tough to manage (Camillus, 2008, 100).

The Cynevin Framework

Complex Adaptive Complicated

Chaotic Simple

The Cynevin Framework


Goal Setting and planning for Adaptive (non-linear) Challenges

1. Trusting God


2. The Role of Wisdom

“Wisdom is a tool for decision-making in light of uncertainty.”


3. Mutual Invitation

Each may speak __ minutes

Everyone speak a first time before a second time

Pause and reflect on what is said before the next person

First person begins. Pauses for reflection. Accepts clarificaiton questions.

Then invites the next person to speak. You may pass until later but you invite the next person.


4. 3D

Dialog –Each person speaks in turn around the circle or using Mutual Invitation

Discussion –Open discussion

Decision –By group consensus or the group leader

Tag Consulting


5. Discernment

6. The Cynevin Framework

7. Action-Learning

ACTION

• ADAPTIVE CHALLENGE

Objective, opportunity, obstacle

LEARNING

• BUILD TEAM

Diverse group of 4-8, capable, passionate with a heart for God

PROCESS

• PRACTICE Q & R PROCESS

• TAKE ACTION

• LEARN FROM YOUR ACTIONS -READY -FIRE - AIM

ACTION LEARNING: Finding our way in turbulent times

READY

FIRE

AIM

Q & R

ACTION

LEARNING

Planning Rhythms

Vision – Goals - Plans

The Power of Goal Setting and Planning


Goal Setting and planning for technical (linear) leading moments


SMART GoalsSpecificMeasurableAim HighRealisticTimeline

W & W Goals – What and When


Sustaining Goals

versus

Advancing Goals


The 10-90 Rule

10% Technical What are we going to do?

90% TacticalHow to keep people on board?

(leading people without losing them)

Whether the problem is simple or complicated– requiring a straight forward process or is complex adaptive – requiring inquiry and experimentation, wisdom uses the 10-90 Rule before implementing a plan.

Nemawashi

http://images.search.yahoo.com/search/images/view?back=http://images.search.yahoo.com/search/images?p=digging+trees&ei=UTF-8&fr=sfp&b=21&w=225&h=178&imgurl=www.ruppertnurseries.com/pics/digging1.jpg&rurl=http://www.ruppertnurseries.com/treemoving_services.htm&size=29.5kB&name=digging1.jpg&p=digging+trees&type=jpeg&no=38&tt=639&oid=04f77ab0b2ac2d44&ei=UTF-8

http://images.search.yahoo.com/search/images/view?back=http://images.search.yahoo.com/search/images?p=digging+trees&ei=UTF-8&fr=sfp&b=21&w=225&h=178&imgurl=www.ruppertnurseries.com/pics/digging1.jpg&rurl=http://www.ruppertnurseries.com/treemoving_services.htm&size=29.5kB&name=digging1.jpg&p=digging+trees&type=jpeg&no=38&tt=639&oid=04f77ab0b2ac2d44&ei=UTF-8


Leadership Moments and Movements

1. Soul Care1. Your Rule of Life 2. Luke 6:40

1. Moments – the art of noticing1. Leadership Examen (A week prior to triad)

2. Mutual Coaching Triad

2. Movements1. Weekly PPT2. Personal and work Goals by__?3. Address an adaptive challenge4. 10/90


Five Matters for moving forward

1. Our own discipleship (Luke 6:40 ~ leadership)

2. Continue your Leadership Examen one week before your peer coaching triad meets. Work on the “art of noticing” your leadership moments –both after the fact and while you are in them.

1. Develop a set of your own goals and objectives –for your work or some other venue of life. Share to share with your triad/quad and with a Barnabas Coach by ___?

1. Identify an adaptive challenge you/your church faces. How will you address it? Pp 24-29. When?Share with your triad.

5. Hupomone and Paraclete

hin-nai-nee







What do you think about this:

In our manic day with its heavy

pressure of present demand,

planning is a spiritual

discipline?


Ideas

Goals

Doxological

Koinonial Missional

A 3-D

Vision

We must be the

People of God

before we do the

work of the

People of God


PrayerWord

Share

The Future Leadership Gap

© 20013 E. Stanley OttEvery LIfe

leader

follower

vision

Call to action

team

delegation

development



Leadership Examen –one week before your triad/quad meets

Mutual Coaching –triads and quadsbetween large group meetings

Reflecting = the art of noticing your leadership moments


It is appropriate that this issue of the Innovations Journal follows one devoted to complexity science, theory, and systems. As Goldstein (2008, 2) points out in his lead article to that issue, we are in a century of complexity, with unprecedented interconnectivity, scale, novelty, unforeseen new structures with unexpected new properties, and radical innovation and transformation. These problems and issues are “wicked.” There is no definite formulation of the problem. Each problem is essentially unique, often has not been faced before, and is entwined with other problems. The search for solutions never stops. Solutions are not good or bad or limited, but are judgment calls and are often difficult to measure.


Heifitz (1994) calls these situations when there is no obvious definition of a problem or a solution Type III situations or adaptive problems. He contrasts these with Type I problems, technical problems, where the problem is definable and can be solved with technical knowledge and abilities and Type II problems when the problem is clear but the solution is not. More and more, leaders face Type II and III situations that require new leadership skills and competencies, a dynamic process that emphasizes the need for quality, flexibility, adaptability, speed, and experimentation. They “bring to mind the idea of an energetic dance that binds the leader and followers, in which each side is fully present, active, and able to shape the other. In that sense, the teaching of leadership can –in fact, must- be a life-giving activity (Warren Bennis in Parks, 2005, xi).

The following slides are action-learningteaching slides from Acts 16:5

The Action Learning Project (question) – An Adaptive Challege:

ObjectiveOpportunity

Obstacle

The Action Learning Team (ALT)

The Questioning and Reflection Process

Two Ground Rules:

1.Speak only to ask a question or in

response to a question.

2. The learning coach has the power to

intervene• (Michael Marquardt)

ACTION LEARNING

ALT Teams Do

their Homework

ALT Teams

Take Action

ALT Teams

Communicate

• Do our plans fit the Vision?

• Learn

• Reflect

• With Session

Two ALT videos

The Commitment to Taking Action

The Commitment to Learning

LEARNING COACH

• GUIDES THE ACTION LEARNING PROCESS

• KEEPS FOCUS ON LEARNING AND ACTION

• ENSURES PARTICIPATION FROM THE WHOLE TEAM

• LINKS TEAM TO OTHER LEADERSHIP

• OBSERVES & COMMENTS ON GROUP PROCESS

ACTION

• ADAPTIVE CHALLENGE

Objective, opportunity, obstacle

LEARNING

• BUILD TEAM

Diverse group of 4-8, capable, passionate with a heart for God

PROCESS

• PRACTICE Q & R PROCESS

• TAKE ACTION

• LEARN FROM YOUR ACTIONS -READY -FIRE - AIM

Some Action Learning Training Slides

To get them go to

www.vitalchurchesinstitute.com

Login Username:

Password:

Why are we doing this?

The world is changing and we need to change to meet the world’s needs. “Today’s turbulent world forces us to learn faster and better in order to survive. Problems are ever more difficult for us to decipher, much less to understand and resolve. Dilworth (1998) said that change “now tends to outdistance our ability to learn.”Existing knowledge tends to misdirect rather than facilitate problem resolution.”

Michael Marquardt, Action Learning in Action

So what does that mean to us?

• Our church has an Acts 16:5 leadership team that prays, studies and works with our Session and other leaders to build the church

• The leadership team called you…the Action Learning Team (ALT) to address various opportunities for growth and vitality

• As new opportunities and challenges arise, more ALTs may be called

What does an Action Learning Team (ALT) do?

Address an adaptive challenge - an objective, opportunity or obstacle – something for which our present knowledge is inadequate – for which we don’t have a ready-made solution. Something the solution for which would be significant.

When?

The Action Learning Group begins when the Session or other appropriate authority blesses the formation of an ALT to solve a significant challenge and to implement its solution.

“Now that you know these things [reflection],

you will be blessed if you do them [action].”John 13:17

Who?

Four to Eight imaginative and high initiative people with a passion for the challenge assigned the ALT. People with sound rapport and relationship with the congregation, Session, and the pastor.

Our Working Agreements

“Let us be the people of God before we do the work of the people of God.”

- Chuck Miller

• Set a meeting time – commit to the time necessary to do a good job – such as an evening meeting three weeks a month for three months or a Saturday all day meeting once a month for 4 to 7 months and so on.

• 20 minutes of Word-Share-Prayer

• Team introductions

• Establish team covenant and rules

Covenant Ideas

• Engage in Word-Share-Prayer at each meeting

• Share a meal once a quarter

• Rotate monthly prayer partners

• Engage in Bible study and prayer in our personal lives

• Develop friendships with others on team

• Keep team conversation within team

• Communicate directly and thoroughly

More Covenant Ideas

• Keep team confidentiality

• Communicate!

• Clarify vision and expectations

• Serve with freedom and within boundaries

• Loyalty

1. Speak by asking questions or answering them. This rule prevents people from just offering opinions based on what they already know. In the first meetings of the group, the asking and answering of questions about the challenge the group is seeking to solve opens everyone to new ideas – that’s why it is an action-LEARNING group.

2. The learning coach has authority to intervene. This person will not enter the problem-solving discussion of the team. The learning coach has certain responsibilities:

1. Intervene whenever a person is “making a speech” rather than responding to a question or asking a question.

2. Ask the team to summarize its learnings every fifteen minutes or so.3. Near the end of the meeting ask “who is going to do what” before we

meet again – because its an ACTION-learning group.

Review Two ALT Ground Rules

Assess the project – what are we asked to solve, design, implement,

launch?

What is the opportunity, objective, or obstacle that we are to address?

Review the ALT challenge

How?

• Focus on the right questions rather than the right answers

• Clarify the nature of the objective, opportunity or obstacle

• Reflect on possible solutions

• Take action

• Always take time to learn!

• “Now that you know these things [reflection], you will be blessed if you do them [action].”

John 13:17

Meeting 2, 3 or 4

• Word-Share-Prayer

• Reframe the project

• Set goals

• List issues

• Communicate to congregation and Session as appropriate

• Summarize

• Make Assignments

Meeting 3, 4 or 5


• Present knowledge

• What learning do we seek?

• What experimental actions will advance our learning?

• Communicate to congregation and Session

• Summarize

• Make Assignments

Meeting 4, 5 or 6


• Alternative solutions?

• Resources?

• Further experimental actions?

• Change/transition issues?

• Communicate to congregation and Session

• Summarize

• Make assignments

Meeting 5, 6 or 7

• Word, share, prayer

• Choose a solution

• Develop action plan

• Address change and transition issues

• Communicate to congregationand Session as appropriate

• Summarize

• Make assignments

Meeting 6, 7 or 8

• Word, share, prayer

• Present to Session if appropriate

• Implement plan

• Share learnings, solutions, and process in a deliberate and systematic way

A key website for action learning is the World Institute of Action Learning:

www.wial.org

www.wial.org/publications/articles

Leadership Matters

The significance of a permission-giving

environment

Levels of “Sending”permission-giving

ministry

1. We tell you what to do.

2. You ask us what to do.

3. You ask us for permission for

what you want to do.

4. You act on your own but inform

us immediately.

5. You act on your own and inform

us routinely.

6. You Act on your own.© 2003 E. Stanley Ott

the acts 16:5 initiative

"Shift from a controlling leadership

to a permission-giving leadership"

YES!

A NEW IDEA!

Does it move us in the direction of our DEFINING VISION?

Leadership & Management

Barnabas Leadership Group Gathering 3