Next Generation Leader

by Andy Stanley

In general, an inability to own up to personal shortcomings is often rooted in some sort of insecurity.

And the truth is that admitting a weakness is a sign of strength.

When you acknowledge your weaknesses to the rest of your team, it is never new information.

Some leaders don’t play only to their strengths because they feel guilty delegating their weaknesses.

It took me a while to realize that the leaders around me were energized by the very things that drained the life out of me.

Remember, everybody in your organization benefits when you delegate responsibilities that fall outside your core competency. Thoughtful delegation will allow someone else in your organization to shine. Your weakness is someone’s opportunity.

But leadership is not always about getting things done “right.” Leadership is about getting things done through other people.

Leadership is about multiplying your efforts, which automatically multiplies your results.

Delegation means growth, both for individuals and for organizations.2

We must never forget that the people who follow us are exactly where we have led them. If there is no one to whom we can delegate, it is our own fault.

“It would not be right for us to neglect the ministry of the word of God in order to wait on tables.

We will turn this responsibility over to them and will give our attention to prayer and the ministry of the word.”

(Acts 6:1–7, NIV).

More and more of their time was being consumed by administrative activities.

The mission of the church was at risk. The main thing was no longer their main thing.

The apostles came to terms early on with the notion that they had to do what only they could do.

Both groups were indispensable to the progress of the gospel. But it wasn’t until they were positioned correctly that their impact was fully felt.

Both of these men were given their first opportunities in ministry as a result of the apostles’ decision to do what only they could do.

Upgrade your performance by playing to your strengths and delegating your weaknesses. This one decision will do more to enhance your productivity than anything else you do as a leader.

I once heard John Maxwell say, “You are most valuable where you add the most value.”

There are many things I can do, but I have to narrow it down to the one thing I must do. The secret of concentration is elimination. (emphasis added)

Being busy isn’t the same as being productive.

The most productive people I know seem to have more, not less, discretionary time than the average person.

80 percent of what you achieve in your job comes from 20 percent of the time spent.

Thus for all practical purposes, four-fifths of the effort—a dominant part of it—is largely irrelevant.6

my success hinges on whether or not I can deliver the goods on Sunday morning. A sixty-hour workweek will not compensate for a poorly delivered sermon.

Ironically, my pastoring skills have almost nothing to do with my success as a pastor!

In my world, it is my communication skills that make the difference.

To use Koch’s paradigm, you must commit more of your time to the 2...

do some personal evaluation.

Choose two or three people who know you well and who employ others,

develop two job descriptions for yourself.

How would you adjust your current job description to position you to add greater value to the organization?

I have made it a habit to ask our top people these questions:

“What do you want to do? How can I help you find greater satisfaction within this organization? Where are your skills not being put to good use?

In one of my monthly leadership talks with our staff, I challenged them to revise their job descriptions and present them to their supervisors.

giving our staff permission to express some things they had been thinking about but were not sure how well they would be received.

Eventually they are all leaving anyway. I’ve simply decided that it is better to launch people than lose them.

develop what you would consider to be the ultimate job description.

This is for your eyes only.

What if you could do anything and work anywhere? What would you do?

In light of your strengths, weaknesses, gifts, and passions, describe the optimal working environment.

what kinds of things would you want to be responsible for?

The reason this exercise is both healthy and helpful is that it allows you to think purely in terms of your passions and abilities.

Beginning with a blank page is liberating. It can also be intimidating. We long for structure and boundaries. But boundaries can become walls. Boundaries cause us to sell ourselves short.

As a result, people are constantly complimenting me on facets of our organization that I have nothing to do with.

help the leaders in your organization discover their leadership competencies and delegate accordingly.

Encourage your staff to rewrite their current job descriptions

Lead your key people through a discussion

Create opportunities for your staff to discuss ways to better leve...