People Development

Chinese proverb: If you are planning for one year, grow rice.

If you are planning for twenty years, grow trees.

If you are planning for centuries, grow men.

In other words:

You can try to change the world by yourself.

You can teach others to change the world

Or you can teach others to teach others to change the world

I do it: I model

I do it and you are with me: I mentor

You do it and I am with you: I monitor

You do it: You move forward

You do it and someone is with you: We multiply

Are you a people motivator? Do you encourage?

According to Maxwell, this will work for a while but this is like passing on the fruit of your leadership skills. It is not passing on the core root!

What is the root of your motivational skill?

Out of the heart comes the issues of life

Luke 6:43-45 ⁴³“For a good tree does not bear bad fruit, nor does a bad tree bear good fruit. ⁴⁴For every tree is known by its own fruit. For men do not gather figs from thorns, nor do they gather grapes from a bramble bush. ⁴⁵A good man out of the good treasure of his heart brings forth good; and an evil man out of the evil treasure of his heart brings forth evil. For out of the abundance of the heart his mouth speaks.

The root of motivation is in the assumptions of others. My assumptions about others are what allow me to continually motivate and develop them. In fact, a leader having the right assumptions about people is the key factor in their continual development.

What is your motivation? Why do you pastor/lead?

1. The Value of people. Attitude issue. People have eternal value. That which is unseen is eternal. What is eternal are relational words. Love, peace, hope, joy, etc.

1. “Everyone what to go where people know their name”
2. Everyone wants to feel worthwhile
3. Everyone needs encouragement
4. Receive “leadership rights” by the authority of a relationship not the authority of a position.

Can you recognize the importance of leading/pasturing/mentoring by recognizing the value of those you lead?

2. Commitment to people Time issue

1. Where your heart is there will be your treasure.
2. Do you treasure those you lead enough to spend time and energy with them?

3. Integrity with people. Character issue

1. Do your actions match your words?

4. Standard for people. Vision issue
1. Do you know where you are going?

5. Influence over people. Leadership issue
1. Do you exert any influence over others?
2. Does anyone follow you?

Successful people developers

1. Make the right assumptions about people
1. Everyone want to feel worthwhile
2. Everyone needs and responds to encouragement
3. People buy-in to the leader before they buy into his leadership
4. Most people do not know how to be successful
5. Most people are naturally motivated
2. Ask the right questions about people
3. Give the right assistance to people
1. Who are you spending time with?

i. Do they initiate it or do you?

What motivates?

1. Significant contributions
2. Goal participation
3. positive dissatisfaction
4. recognition
5. clear expectations

What de-motivates?

1. Don’t belittle anyone
2. Don’t manipulate anyone
3. Don’t be insensitive
4. don’t discourage

Keys.

1. I must give them myself
2. I must give them ownership
3. I must give them a chance for success.

KEY “Am I building people or am I building my dream and using people to do it?

Staff Development:

This is the highest level of leadership. When you begin to train others to take the baton.

Niccolo Machiavelli said, “The first method for estimating the intelligence of a ruler is to look at the men he has around him.”

Andrew Carnegie said, “It marks a big step in your development when you come to realize that other people can help you do a better job than you could do alone.”

Page 181 As nearly everyone knows a leader has practically nothing to do except to decide what is to be done;

1. Tell somebody to do it
2. Listen to reason why it should not be done or why it should be done in a different way
3. Follow up to see if the thing has been done
4. Discover that it has not
5. Inquire why
6. Listen to excuses from the person who should have done it
7. Follow up again to see if the thing has been done only to discover it has been done incorrectly
8. Conclude that as long as it has been done, it may as well be left where it is
9. Wonder if it is not time to get rid of a person who cannot do a thing right
10. Reflect that the person probably has a spouse and a large family and any successor would be just as bad and maybe worse
11. Consider how much simpler and better matters would be now if he had done it himself in the first place
12. Reflect sadly that he could have done it right in twenty minutes and as things turned out
13. Spend two days to find out why it has taken three weeks for somebody else to do it wrong

In spite of all the problems, only as a team can your work multiply.

A Chinese proverb says, “If you are planning for one year, grow rice. If you are planning for twenty years grow trees. If you are planning for centuries, grow men.”

To develop Staff Picture a winning team

Winning Teams have:

1. Great leaders
2. pick good people
3. play to win
4. make other team members more successful
5. keep improving

1. Great Leaders
1. Compulsion – slavery
2. Persuasion – freedom requires a knowledge of what makes men tick and what motivates them
3. Excellent leaders create the right environment

i. They believe in the team thereby creating an environment of success

ii. They show interest in the personnel by words and actions

iii. They boost the self-esteem of the personnel

4. Excellent leaders know basic human needs and team members need to know:

i. What is expected from each one

ii. That each will have an opportunity to perform

iii. How each one is getting along

iv. That guidance will be given where each needs it

v. That each will be rewarded according to his contribution

5. They control the big three

i. Finance

ii. Personnel – selection of right people will determine the organization

iii. Planning – future of the organization

6. They avoid the 7 deadly sins

i. Trying to be liked rather than respected

ii. Not asking team members for advise and help

iii. Thwarting personal talent by emphasizing rules rather than skills

iv. Not keeping criticism constructive

v. Not developing a sense of responsibility in team members

vi. Treating everyone the same way

vii. Failing to keep people informed

2. Winning Teams pick good people
1. Eagles don’t flock. You have to find them one at a time. H. Ross Perot
2. Adlai E. Stevenson said that there are only three rules of sound administrators.

i. Pick good people

ii. Tell them not to cut corners

iii. Back them to the limits

3. Who not to hire. Never hire anyone …..

i. Who is accompanied by his or her (a) slave, (b) attorney with a tape recorder (c) bodyguard, (d) teddy bear (e) police escort (f) mother

ii. Who brags about being smarter than any three of the jerks he or she has worked for previously

iii. Whose resume runs longer than forty pages

iv. Whose resume is printed in crayon

v. Who talks more rapidly than the man in the Federal Express commercials

vi. Who hisses at your questions

vii. Who occasionally lapse into pig Latin

viii. Who breaks into wracking sobs when asked to name a personal reference

ix. Who is unable to decide hair and eye colors

x. Who is, by court order, on permanent intravenous sedation

xi. Who tries to impress you with his or her repertoire of “knock-knock” jokes

xii. Who, under salary requirements, scrawls, “I want it all now!”

4. Top 20 requirements in staff

i. Positive Attitude – The ability to see people and situations in a positive way

ii. *High energy level – strength and stamina to work hard and not wear down

iii. Personal warmth – a manner that draws people to them

iv. Integrity – trustworthy, good solid character, words and walk are consistent.

v. Responsible –always “comes through,” no excuses; job delegated – job done

vi. Good self-image – feels good about self, others and life

vii. *Mental horsepower – ability to keep learning as the job expands

viii. Leadership ability – has high influence over others

ix. Followership ability – willingness to submit, play team ball

x. *Absence of personal problems – personal, family, and business life are together

xi. People skills – the ability to draw people and develop them

xii. Sense of Humor – enjoys life, fails to take self too seriously

xiii. *Resilience – able to “bounce back” when problems arise

xiv. *Track Record – has experience and success, hopefully in two or more situations

xv. Great Desire hungers for growth and personal development

xvi. Self-discipline – willing to “pay the price” and handle success

xvii. Creative – ability to see solutions and fix problems

xviii. Flexible – not afraid of change; fluid; flows as the organization grows.

xix. Sees big picture – able to look beyond personal interest and see the total picture

xx. *Intuitive – Able to discern and sense a situation without tangible data

* These things cannot be taught. The others can be taught with a proper mentor, environment, and willingness by the staff member.

5. Know what the job requires – Hiring the wrong person costs a lot, including money, strained relationships, bad PR and a lack of trust

i. Up front or behind the scenes

ii. Generalist of specialist

iii. Producer or maintainer

iv. People person or paper person

v. Leader or supporter

vi. Veteran or rookie

vii. Creative thinker or abstract thinker

viii. Constant supervision or little supervision

ix. Team player or and individual

x. Short-term commitment or long-term commitment

6. know what the staff member wants

i. People work harder and stay longer when they like what they do

7. when you cannot afford to hire the best, hire the young who are going to be the best.

i. Believe in them - that will encourage risk

ii. Show them – that will build respect

iii. Love them – that will strengthen relationships

iv. Know them – that will personalize development

v. Teach them – that will enhance growth

vi. Trust them – that will develop loyalty

vii. Expand them – that will provide challenges

viii. Lift them – that will insure results

3. Winning Teams play to win
1. This is the difference between success and mediocrity

There was a very cautious man

Who never laughed or played

He never risked, he never tried,

He never sang or prayed

And when he one day passed away

His insurance was denied

For since he never really lived

They claimed he never really died.

b. Survey says 85 percent of those interviewed could work harder on the job and more than half claimed they could double their effectiveness “if they wanted to”

c. Winning teams are seldom more talented than losing teams. But they are always more committed.

d. They want to win and therefore pay the price

4. Winning teams make their team member more successful

a. Know the key to each player

b. Map out a team mission

c. Define the role of each player

d. Create a group identity

e. Use liberal doses of We and Our

f. Communicate with everyone

5. Winning teams keep improving

a. Day to day coaching

b. The river never stays still

c. What are the end results

d. Measure performance

e.

SPIRITUAL LEADER DEVELOPMENT – LEAVE A LEGACY

This is the final wrap up of the class.

Leave a legacy in the next generation of leaders

Dear Sir:

Thank you for submitting the resumes of the twelve men you have picked for management positions in your new organization. All of them have now taken our battery of test; and we have not only run the results through our computer, but also arranged personal interviews for each of them with our psychologist and vocational aptitude consultant.

The profiles of all tests are included, and you will want to study each of them carefully.

As part of our service and for your guidance, we make some general comments, much as an auditor will include general statements. This is given as a result of staff consultations and come without any additional fee.

It is the staff opinion that most of your nominees are lacking in background, education and vocational aptitude for the type of enterprise you are undertaking. They do not have the team concept. We would recommend that you continue your search for persons of experience in managerial ability and proven capability.

Simon Peter is emotionally unstable and given to fits of temper. Andrew has absolutely no qualities of leadership. The two brothers, James and John, the sons of Zebedee, place personal interest above company loyalty. Thomas demonstrates a questioning attitude that would tend to undermine morale. We feel that it is our duty to tell you that Matthew has been blacklisted by the Greater Jerusalem Better Business Bureau. James, The son of Alphaeus, and Thaddeus definitely have radical leanings, and they both registered a high score on the manic-depressive scale.

One of the candidates, however, shows great potential. He is a man of ability and resourcefulness, meets people well, has a keen business mind and has contact in high places. He is highly motivated, ambitious and responsible. We recommend Judas Iscariot as your controller and right-hand man. All of the other profiles are self explanatory.

We wish you every success in your new venture.

Sincerely yours,

Jordan Management Consultants

Jesus had only 12 men. Invested 3.5 years into those men and they then turned the world upside down

Make leadership and discipleship synonymous for your life.

1. Every employee, staff member, member of life group, child, etc. should be look at as not just a resource or object of your success but as a potential disciple that can turn the world upside down.
2. The idea of being a good leader is recognizing that you will someday die and your goal must be to pass the baton.
1. Do not think about passing the baton on your deathbed. Prepare for that even now

Jesus trained up his twelve

1. He prayed for them
1. He prayed to the Father for the right team

i. Who does God want you to invest in?

2. He protected them
3. He prayed for Unity
1. He recruited them
1. I will make you fishers of Men
2. Follow Me
3. Sell all you have and follow me
2. He hung out with them
1. Friends first ministry second?
2. Friendship takes time

i. Attraction

1. common interest or hobby

ii. Mutuality

1. the ability to give and receive from one another

iii. Enjoyment

1. liking to be in one another’s company

iv. Understanding

1. Growing in your understanding of one another’s motives, perspectives, beliefs, relationships, etc

v. Knowledge

1. There must be a large exchange of information about one another

vi. Challenge

1. Iron sharpens iron, as the old truism goes

vii. Vulnerability

1. Friends are transparent. If friends cannot trust one another to use information about one another wisely, they won’t become real friends

viii. Proximity

1. You need to see eachother regularly

Luke plays itself out over 7 meals????

4. He taught them
1. Reality and boundary definition
5. He apprenticed them
1. He developed their skills
6. He debriefed them
1. Character development
7. He anointed them
1. Spiritual empowerment

What did the disciples do for Jesus?

1. They fought
2. They argued
3. They ministered but got angry at others casting out devils
4. They vied for the best spot at the table and argued over who was the greatest
1. Jesus then washes their feet
5. Their mothers even tried for choice placement
6. They failed him and ran at the crucifixion