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10 Ways to Spot Your Own Arrogance

Use these potential markers of arrogance to avoid such a fall.

Use these potential markers of arrogance to avoid such a fall.

I’m writing this post for me as much as for anyone. In the past months, I’ve re-read Jim Collins’ How the Mighty Fall and Tim Irwin’s Derailed. Both of these gripping studies review the process of decline in leaders and organizations, especially in leaders who perhaps once thought themselves invincible.

These studies challenge me because I know I’m prideful. I also know that “pride comes before destruction, and an arrogant spirit before a fall” (Prov. 16:18, HCSB).

With me, use these potential markers of arrogance to avoid such a fall.

Marker #1: You believe few people are as smart as you are.

Not many people actually say these words, but honest leaders must admit they sometimes think this way.

Some reveal this thinking by their ridicule of anybody else “not quite up to my level.” Others assume they should be part of almost every discussion, regardless of the topic.

If you assume few people can teach you anything, that assumption should cause you to evaluate your heart.

Marker #2: Your first reaction to negative is to be defensive or to cast blame on others.

If anything adverse (e.g., a lack of growth in the organization, a divided leadership team, a failed program) is always somebody else’s fault, you might see yourself as above such declines.

In Jim Collins’ words, you may join falling leaders who explain away negative data and “blame external factors for setbacks rather than accept responsibility.”[i] 

Marker #3: Titles matter to you.

Check your signature line on your email. Look at your company’s letterhead and website. Read the bio you send to others who have invited you to speak.

Consider your reaction when someone introduces you without noting your title. Think about how you introduce yourself. If your title has become your first name, you’ve crossed the line.

Marker #4: You assume your organization cannot fail.

The bottom line for you is this: Your organization cannot fail because you don’t fail. You are intelligent enough to figure out the solutions.

Your track record is so filled with successes that failure is unimaginable. And, even if your organization struggles, you can simply replace your co-workers; after all, you are convinced that finding people who want to work for you will not be difficult.

Marker #5: Not knowing “insider information” bothers you.

Arrogance is characterized not only by a belief that we know almost everything, but also by a desire to know the “scoop” before others do. The most important people, we think, deserve to have the details first.

If you get frustrated when you’re not in the information’s inner circle, you may well be dealing with arrogance.

Marker #6: You are disconnected from your team members.

Developing genuine relationships with employees is difficult as an organization grows.

If, however, you see your team members more as cogs in a system than as valuable partners—or worse yet, if they perceive that you view them that way—you may be haughtily operating as “a steam engine attempting to pull the rest of the train without being attached to it.”[ii] 

Marker #7: Spiritual disciplines are secondary, if not nonexistent, in your life.

Disciplines like Bible study, prayer and fasting are more than simple Christian practices; they are obedient actions of persons who recognize their need for a strong relationship with God.

If you are leading externally without spending time with God privately, you are leading in your own strength.

That’s sin.

Marker #8: No one has permission to speak truth into your life.

Leaders who fall are often not accountable to anyone. Few of us are fully self-aware, and all of us deal with a heart that is “more deceitful than anything else” (Jer. 17:9).

Feedback is critical, particularly from those who can test whether we exhibit the fruit of the flesh or the fruit of the Spirit (Gal. 5:16-26). If no one plays this role in your life, your lack of accountability is likely evidence of pride.

Marker #9: Other people see you as arrogant.

Take a risk—ask others what they really think about you. Talk to the people who report to you. Interview those who formerly worked with you but then took other positions.

Be specific in asking, “Do I ever come across as arrogant?” Even the most emotional (and perhaps exaggerated) responses likely reveal some level of truth. Hear it.

Marker #10: This post bothers you … or doesn’t bother you.  

If these words bother you, you may be coming face-to-face with reality in your life.

If they don’t bother you, you may be failing to see the arrogance that characterizes all of us.

My own arrogance haunts me as I write these words. Please pray for me.

Chuck Lawless currently serves as Professor of Evangelism and Missions and Dean of Graduate Studies at Southeastern Seminary. You can connect with Dr. Lawless on Twitter @Clawlessjr and on at facebook.com/CLawless.
 
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Publicado por em 30/04/2015 em POIMENIA

 

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10 Ways Pastors Fail Their People

Laura Lezza/14.01.2012/Getty Images

The God who called us into His service and sent us into the pastoral ministry has a vested interest in seeing that we do it right and well. The fact that we are all over the map–as opposed to the strait and narrow–and disorganized in our approach–as opposed to a sharp focus–lies at our doorstep and not His.

That God would want to use flawed and faltering creatures like us says volumes about His grace and mercy.

We are burdened for the younger generation of pastors coming along who are still trying to find their proper role, still trying to nail down their identity as pastors, and still trying to fine-tune the focus of their life-work.

This list of “10 ways pastors fail their people” is all about how my generation got it wrong. Not entirely, of course. But way too much.

In no particular order, they are:

1. We have led our people to believe that when they are happy with our ministry, all is well in the church.

The problem is our myopia. We see so little of the grand work of God, often only our tiny little speck of it. And if it is troubled with dissension and division, we know all is not well. So, when people are satisfied and compliments are flowing in, it’s natural to assume we must be doing well.

Consequently, we have churches filled with worshipers who believe that when they issue the pastor a passing grade on his Sunday sermon or feel good about the state of the church, they have done their job. We have raised a generation of pastor critics.

2. We have taught our people that giving to missions is more important than praying for missions.

The problem is our results-orientation. We can measure money, but who can measure prayer? We can announce we have met our goal for this offering, but we have no discernable way of detecting whether sufficient prayer has been offered for the work in Borneo or Malawi. So, we emphasize one and neglect the other.

We have raised a generation that does everything about missions except to pray.

3. We have allowed the congregation to delegate their mission to us the professionals.

The problem is laziness–theirs and ours.

The great commission–Matthew 28:18-20’s word to “go therefore and make disciples”–was given, not to the preachers, but to every disciple of the Lord Jesus. And yet, as far as the congregation is concerned, that’s the job of the ministry team, the evangelists, and the missionaries. They’ll even kick in money to pay salaries for these specially-called soldiers of the cross to do the work. Anything to keep from their having to obey the Lord.

And because we the ministers are lazy, we prefer not to resist the congregation in this and simply take the path of least resistance: we hire another staffer and tell him to reach the lost and unchurched.

We have raised a generation of pew potatoes–groan, sorry!–who do little and would be surprised to learn this is not the original plan.

4. The congregation has adopted the football coach pattern of leadership–if things aren’t going well, fire the old guy and bring in a new one–while we have stood by and cooperated with it.

The problem is our worldly template for greatness.

It happens just often enough to encourage the stereotype. A church gets rid of the old pastor and brings in a new one, and within a year, it’s bursting at the seams and making plans for new facilities. Other churches see this happening and grow antsy at their lack of growth, and so begin to pressure the preacher. Soon, they are firing him and looking for the next “star” on the ministerial horizon.

We have raised a generation of church members to sit as boards of directors in the Kingdom, not as laborers in the vineyard.

5. We have told our people to pray and then not shown them how or kept it before them.

The problem is we cannot say “this one thing I do” (Philippians 3:13). We try to do it all. So, we bring a sermon one Sunday on prayer, the next Sunday on stewardship, then on world missions, Bible study, racial justice, and so forth. No one area gets sufficient treatment. Our coverage is a mile wide and an inch deep.

The problem, I expect, is also prayerless preachers. If I’m not doing it, I’m sure not going to be able to encourage you in it.

We have raised a generation of prayerless, powerless warriors.

6. We have catered to their prejudices and ignored their idolatries.

The problem is our provincialism. In one area, high school football is ‘god,’ and everyone (including the churches) must organize their schedules around it. In another area, it’s community festivals or civic pageants or pro sports or the social calendar. One dares not speak out from the pulpit against the excesses and abuses of these idolatries, not if he wants to remain popular in the community or even keep his job.

Some areas of the country are still diseased with racism. Others have compromised their integrity by a marriage of the church with politics.

I pastored in the Mississippi Delta in the late 1960s–at the very place where the White Citizens Councils were formed and at the very time Martin Luther King was assassinated–and found out all too quickly that church leaders grow most uncomfortable when the pastor takes a stand on racial issues. I did it anyway, you might be interested to know. My only regret is not doing it even more forcefully than I did.

We have raised a generation who expect and even demand that the pastor respect the sensibilities of the locals and tailor the gospel to fit the situation.

7. We have smiled at their ignorance of the Word and done little to remedy it.

The problem is sin. Even though the Holy Spirit within us reaches out for the Word and our spirit feeds upon it, our “old man” resists picking up the Bible during the week and making a serious study of it. So, the typical church member ignores his Bible all week, then searches it out on Sunday morning in time to take it along to church.

We have placed Bibles in the pews since fewer and fewer of our people bring them to church.

Preaching from the Bible is easy enough. But preaching and teaching so as to make faithful Bible students of our people is another matter altogether.

We have raised a generation of flabby believers who “befriend” Jesus but hardly know Him.

8. We have given lip service to the presence of the Lord in our midst and ignored Him.

The problem is our traditions, our ruts. Used to the same order of worship all the time, we find it easier to insert a few hymns here and a solo there, a prayer here and the offering there, and the sermon here, and go forward. Too bad if the Spirit has other plans for the day.

We say all the right things about the Lord being in the midst of even two or three disciples (Matthew 18:20), but for the most part, we act as though that is some kind of spiritual principle but not an actual reality.

We have raised a generation of practicing atheists.

9. We have put our continued employment above faithfulness to the living God.

The problem is our selfishness. We have to pay our bills and send our children to school. And we do. And so, we allow ourselves to curb our enthusiasm for the cutting edge of the gospel lest people of affluence and influence be disturbed and take their support elsewhere.

You can understand why the Apostle Paul said it’s better for such a servant of the Lord to remain unmarried (I Corinthians 7:8ff). If they get crossways with worldly leadership in the church and find themselves jobless, it’s a lot simpler to load up the car and move on to the next town.

We have raised a generation to “keep” the preacher, almost as a lap dog. (I say to our shame.)

What is the answer? A rich relative, maybe. (another smiley face goes here) The answer is for pastors and spouses to accept when they enter the ministry that courageous leadership may well mean they will be asked to leave a church, and so to be prepared for all eventualities.

10. We have exchanged pleasing the Savior for compliments from the people.

The problem is our egos. We do like to be popular.

How did the Apostle Paul put it to young Pastor Timothy? For the time will come when they will not endure sound doctrine, but according to their own desires, because they have itching ears, they will heap up for themselves teachers, and they will turn their ears away from the truth and be turned aside to fables. (II Tim. 4:3-4)

It’s not clear from the Greek text, however, whether it’s the congregation with the itching ears or the preachers. I suspect one is as bad as the other.

We have raised a generation of self-absorbed members who are preached to and ministered to by self-absorbed preachers.

Sorry to be so negative. It’s no fun, I’ll tell you. Perhaps that’s one more way we fail: we want to be positive because it’s easier, more fun to do, and more pleasant to receive.

Medical doctors would love to deliver nothing but good news. But in a real world, that’s not possible.

When you entered the ministry, young pastor, you did not win a final battle with the world and its ways. You merely armored up for that fight. The struggle goes on all your days. Only at last when the Father calls your name and you step across that final line, only then will the warfare with the world and its standards, its seduction, and its promises, finally end.

Until then, with your eyes on the Savior, your face in the Book, your heart pure from all that would pollute it, and your love for the people of God constant, keep telling yourself, “One more day. I will be faithful this day.”

And on some of those days, God will do amazing things. But He will not tell you in advance which days they are.

 

After five years as Director of Missions for the 100 Southern Baptist churches of metro New Orleans, Joe retired on June 1, 2009. These days, he has an office at the First Baptist Church of Kenner where he’s working on three books, and he’s trying to accept every speaking/preaching invitation that comes his way. He loves to do revivals, prayer conferences, deacon training, leadership banquets, and such. Usually, he’s working on some cartooning project for the denomination or some agency.

Source: CHURCH LEADERS

 
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Publicado por em 11/03/2012 em POIMENIA

 

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5 Reasons You Can’t Be the Leader You Were 5 Years Ago

Adopt, Adapt, Improve and Innovate

by Thom Rainer

There are some facets of leadership that are constant. Character and integrity are vital. You must have willing followers. And you must be courageous. Those are some of the key components of effective leadership five years ago. They still are today and will be fifty years from now.

But so much of leadership is changing. In fact keeping pace as a leader has never been more difficult.

I interviewed several leaders whom I respect and follow. I asked each of them how leadership has changed over the past five years. To the person, each of them said that the changes have been fast and furious, and have demanded much of them. And though my study was not scientific, the responses were fascinating.

In summary, these leaders shared with me five reasons you can’t lead like you did five years ago.

1. The digital revolution affects all aspects of leadership.

We have observed the radical change in the music industry in this digital era. We are in the midst of another revolution in the print and book industry. But no organization is unfazed by the digital revolution. Leadership today demands we understand it and embrace it.

2. Social media is changing the landscape of leadership.

Social media is the great equalizer. No organization has an inherent communication advantage anymore. Leaders must embrace the many facets of social media or get left behind. It’s hard to believe I started tweeting in 2008. It seems like I’ve been doing it for a decade.

3. Leaders must manage information saturation.

There is no shortage of information. Leaders today have magazine subscriptions. RSS feeds to blogs, bookmarked Internet news sources, and many other sources of information.

The challenge for leaders today is to know what to read, to whom to listen, and how often to do both. Leaders must both stay current and relevant, and they must be willing to ignore and discard.

It takes wisdom to discern the helpful from the not-so-helpful.

4. Leaders must have a greater awareness of relational intelligence issues.

Leaders must understand and manage a plethora of organizational and social relationships.

They must deal with the soft issues of culture as well as the hard issues of numbers, products, services, and performance. Peter Drucker was on target and prophetic when he said “culture eats strategy for breakfast” (The quote is widely attributed to Drucker, but it was popularized in 2006 by Mark Fields, president of Ford Motor Company).

Now more than ever, leaders must understand relational and cultural issues, including a frank assessment of the person in the mirror.

5. Strategic thinking is more important than ever.

Culture may eat strategy for breakfast, but strategy is still vital. Leaders of organizations and leaders in organizations must anticipate the future with wisdom and discernment. The world is changing so rapidly that a leader can no longer have the luxury of simply carrying out assignments. He or she must anticipate and take risks. No organization that is standing still will be effective five years from now.

Obviously, these five factors are not mutually exclusive, nor are they comprehensive.

It is clear, however, that we must constantly be growing as a leader, or we will not be effective leaders in the years to come. Though the challenges are great, those challenges can lead to exciting and rewarding times.

How has leadership changed for you in the past five years or so?

What changes have you made to be a better leader to meet these new challenges? I would love to hear from you.

Thom S. Rainer is the president and CEO of LifeWay Christian Resources(LifeWay.com). He was founding dean of the Billy Graham School of Missions, Evangelism, and Church Growth at The Southern Baptist Theological Seminary. His many books include Surprising Insights from the Unchurched, The Unexpected Journey, and Breakout Churches.More from Thom Rainer or visit Thom at www.LifeWay.com

 
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Publicado por em 09/03/2012 em POIMENIA

 

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Humildade torna líderes mais eficientes

Redação do Diário da Saúde


Líder humilde

Líderes modestos são mais eficazes e detêm mais simpatia de seus subordinados.

Os pesquisadores queriam descobrir quais comportamentos caracterizam um líder modesto e quais são as diferenças em termos de desempenho entre eles e seus colegas menos humildes.

Os resultados apontam para três características cruciais: admitir os próprios erros, destacar as contribuições e os pontos fortes dos subordinados e procurar sempre aprender mais.

Humildade dá resultados

Bradley Owens (Universidade de Buffalo) e David Hekman (Universidade de Wisconsin) verificaram que a presença desses comportamentos em um líder é um excelente indicador de como será o desempenho da empresa ou da equipe.

E os resultados parecem ocorrer em todos os níveis: os pesquisadores trabalharam com o principal executivo (CEO) de 16 grandes empresas, 20 gerentes de nível médio e 19 chefes de nível operacional, e tiveram sempre a mesma correlação entre humildade e desempenho.

Todos esses executivos catalogados como humildes, de todos os níveis, apresentaram um fator em comum: todos eles concordaram que a essência da humildade de um líder envolve ajudar os liderados a crescer dentro da organização.

“Crescer e aprender frequentemente envolve falhas, e isso pode ser embaraçoso,” disse Owens. “Mas líderes que conseguem superar esses medos e disseminar esse sentimento passam a ser vistos mais favoravelmente pelos seus seguidores. Eles também legitimam as jornadas individuais de crescimento de seus seguidores, criando organizações de alto desempenho.”

Verdadeiramente humano

Os pesquisadores descobriram que líderes humildes funcionam como um modelo de como se tornar verdadeiramente humano, e não um super homem, e legitimam o “tornar-se” em lugar do “conquistar”.

Mas há pedras no caminho de alguns líderes, mesmo modestos, humildes e competentes.

Aqueles que são jovens, não-brancos ou mulheres precisam provar sua competência constantemente, e têm sua modéstia mais esperada e menos valorizada pelos seguidores.

Já os homens brancos mais experientes auferem grandes benefícios de admitirem os próprios erros, elogiarem seus seguidores e tentaram aprender mais.

Fonte:

Diário da Saúde – http://www.diariodasaude.com.br

URL:http://www.diariodasaude.com.br/news.php?article=humildade-lideranca&id=7228

 
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Publicado por em 03/02/2012 em POIMENIA

 

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O coroinha e o office-boy

Quando se afirma que uma determinada pessoa é líder, isso não significa necessariamente um acréscimo de qualidade positiva àquela pessoa. Denominam-se de líderes, por exemplo, desde os governantes aos chefes de gangues; dos gestores de empresa aos sacerdotes de uma religião. Enfim, seja para o bem ou para o mal, os líderes existem. Se estiver correto o conceito de que liderança é basicamente influenciar pessoas, a história registra líderes que assassinaram milhões de pessoas, como o soviético Joseph Stálin, e líderes que conduziram suas nações ao progresso social, como o pastor americano Martin Luther King Jr. Portanto, não basta ser um líder. Importa que o líder seja um ser humano dotado da capacidade de inspirar, apoiar e mobilizar pessoas a cumprir uma missão.

O mérito da liderança não é exercê-la como um fim em si mesmo, mas a capacidade de usá-la para servir. Há outros fundamentos básicos da liderança, como caráter e integridade – e essas são características que podem ser desenvolvidas por qualquer pessoa. O servo que lidera é marcado pela singularidade do bom caráter, que nada mais é que a manifestação pública do seu estado de ser. Conheço mais servos que são líderes do que líderes que são servos. E há muito mais gente escrevendo para os líderes do que para os servos. Depois que li O monge e o executivo, de James Hunter, que anima os líderes a serem servidores, fiquei pensando em escrever um livro intitulado “O coroinha e o office-boy”. Não seria uma réplica – apenas uma forma de falar de serviço a partir do público que serve e tem um potencial extraordinário para liderar.

O detalhe é que nem sempre o pastor titular é o grande líder de uma igreja. Nem sempre o artilheiro é o líder do time de futebol, assim como há gerentes que exercem muito mais liderança numa empresa do que o presidente da corporação. Muitas vezes, os líderes não têm qualquer posição oficial no grupo a que pertencem, mas se destacam por sua integridade, carisma, caráter, capacidade de influenciar as pessoas para o bem comum. A essência mais básica da liderança é o cuidado especial para servir as pessoas. O líder, neste contexto, se realiza em cumprir o seu papel peculiar de tornar os seres humanos mais humanos. O ser humano é a matéria-prima do servo que lidera. E, se a matéria-prima dos líderes é o ser humano, o produto final que realiza esses líderes é o desenvolvimento máximo das pessoas que lideram. Em geral, os servos que lideram agem assim e nunca souberam conscientemente o bem realizado.

Ora, se liderança é influenciar pessoas pelo exemplo e pelo caráter, qual outro líder na história da humanidade conseguiu influenciar pessoas tão positivamente e por tantos séculos senão Jesus de Nazaré? Seu propósito não era liderar, era servir. Todos nós temos sérias suspeitas sobre o cristianismo e sobre a incoerência das instituições cristãs; mas, nem mesmo os opositores da religião cristã têm qualquer suspeita sobre a capacidade extraordinária do serviço de Jesus Cristo prestado à humanidade. Nessa tentativa de propor uma liderança marcada pela integridade, bom caráter, compromisso com a plenitude de vida para todas as pessoas, e, naturalmente relacionados ao exemplo de Jesus Cristo, o perfil proposto nesta reflexão estará sempre denunciando inadequações, equívocos e atitudes que podem ser melhoradas na liderança. O propósito não é provocar uma sensação de culpa, muito menos sugerir que alguém pode ser melhor do que outras pessoas. A intenção é fortalecer uma necessidade básica para toda e qualquer liderança – a necessidade fundamental de servir, em aprendizado e crescimento contínuos. Aprender sempre, mas nunca para ser melhor do que os outros; basta ser e fazer, a fim de se tornar o dia de hoje melhor do que o de ontem.

A partir deste raciocínio, fica evidente que a primeira tarefa do líder é cuidar de si mesmo. Há um consenso muito evidente entre todos os estudiosos sobre liderança: o de que ninguém consegue liderar outras pessoas se não gastar tempo, muito trabalho e sabedoria em liderar a si mesmo. Se a tarefa primária da liderança é amar, servir e influenciar os outros, o próprio líder é a primeira pessoa a desfrutar dessa tarefa. O líder precisa ser inspirado por seus valores, fortalecido pelo prazer de servir e motivado pela capacidade de se sacrificar. Se os monges e executivos precisam ser lembrados sobre suas potencialidades em servir, os servos – tanto os coroinhas como os office-boys da vida – precisam ser desafiados a exercer suas capacidades para que possam liderar. Não há como pensar de forma diferente: a tarefa de liderar requer de quem a exerce muita disciplina pessoal, investimento em conhecimentos diversos e, acima de tudo, conhecimento e domínio sobre si mesmo.

Autor: Carlos Queiroz

Fonte: CRISTIANISMO HOJE

 
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Publicado por em 30/08/2009 em POIMENIA

 

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