Steps to make your vision stick: Step #1: State it simply. If your vision is going to stick, then you must be able to state it in a moment. You’re trying to create a simple idea that every employee has in mind as the guiding goal.
Paragraphs and complex sentences don’t communicate vision.
Memorable is portable What do we have that is Memorable and portable in our vision?
It can’t be complete or theologically correct and complete?
We are in the church everyday so we know about the problems. Most people in the congregation don’t know the problems
Step #2: Cast it convincingly Define the problem -- your vision is the solution to a problem. If it is not then it is not much of a vision. What’s the problem your vision is designed to solved? What must be done in the environment you find yourself in? What would go undone if your organization cease to exist? Would anyone notice that we were gone?
Nehemiah – what kind of God do you have? Your city does not even have a wall around it? They are laughing at us – we need to solve the problem of no wall.
One of the reason ideas don’t get any legs- -you present the solution before you present the problem.
Your vision is the solution to a problem.
What is the problem we are trying to solve?
Feel the weight the problem you are trying to solve make an emotional attachment to the problem and then present the solution.
b. Offer a solution
Your vision is a solution to a problem. Business solutions – ½ a million things pop up. Businesses present themselves as a solution to your problem.
Is the church a solution to a problem?Why did Jesus die on the cross?
c. Explain why and why now.
Why are we the ones to do this? Why are we called to do it right now?
Nehemiah – the walls are broken – why do it now? Well the government is giving us the time and the money. God has given me favor in the eyes of the king and is leading us to do this right here and right now.
Step: #3: Repeat it regularly Regardless of how often you think you’ve repeated your vision, it’s not enough. Discover within the rhythm of your organization the best time to cast vision and make sure you don’t miss those opportunities.
Step #4: Celebrate it systematically Vision is about the future. There aren’t any photos or artwork available of it. When someone embodies the vision, use that person’s example to underscore your vision and values.
Step #5: Embrace it personally (and publicly) Embracing the vision personally and publicly gives you credibility. If you’re not doing what you’re demanding, then your people won’t be motivated. Vision has no autopilot. It requires constant care and attention. Action Plan: ü Dust off your team or organization’s vision statement. How can you simplify it? Drill into it with the intent of simplicity. Wrestle with the vision until you’ve distilled it into something memorable. ü At a staff meeting or company gathering, give your people a chance to share instances where they have seen the company vision on display through the actions of a teammate. Use their stories to underscore the values of your organization.
First, you have to confront the most brutal facts of your current reality, whatever they may be and however difficult as they may be to admit. At the same time, and this is the second thing you have to do simultaneously, you have to retain faith that you will prevail in the end regardless of the difficulties.
Jim Collins referred to in his book, Good to Great, as “The Stockdale Paradox.” As a leader, you have to simultaneously do two things. This is what he means by this paradox.
Just to give you a little background on Adm. Stockdale’s story, which I think gives it some real context, he was a real prisoner of war for eight years during the Vietnam War. After his release (I can’t imagine what it would be like to be in a POW camp for eight years…unbelievable), but a reporter asked him, “How will the world did you survive eight years in a prisoner of war camp?” And he answered (and this is a quote), “I never lost faith in the end of the story. I never doubted not only that we would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which in retrospect, I would not trade.” Then the reporter asked him, “Well, who didn’t make it out?” Adm. Stockdale replied, “Oh, that’s easy. The optimists. They were the ones who said, ‘We’re going to be out by Christmas,’ and then Christmas would come. Then they would say, ‘Were going to be out by Easter,’ and Easter would come, and Easter would go. And then Thanksgiving. Then it would be Christmas again, and they died of a broken heart.” Then Collins goes on to state that an attribute of truly great companies and great leaders is that they are able to embrace simultaneously these twin truths of their current reality and their ultimate triumph. They’re like two sides of the same coin.
How’re you embracing both current reality and ultimate triumph? Which are you doing better? Are you better at the embracing-reality part or the ultimate-triumph part, or do you have these things pretty well in balance? Where do you need some work? So to lead well in turbulent times, you must shift your perception.
Question: Are you willing to get crystal clear on your vision? Are you willing to talk about it and keep talking about it so your people know the why of what they’re doing so they can keep going in these turbulent times? So to lead well in turbulent times, you must shift your direction, but you must also shift your acceleration.
How do you need to reallocate your resources? What do you need to fund in order to survive? More importantly, what do you need to defund in order to fund these programs? These are the tough questions you and I need to address. It’s not just about money, but it’s about time and about the things our staff is wrapped up in. There may just be some programs that we need to kill to free up their time to pursue the things that are important to our future.
You must… Action #1: Shift your perception. Action #2: Shift your intention. Action #3: Shift your direction. Action #4: Shift your acceleration. Action #5: Shift your allocation.
Leadership Hartwick 2014
The dictator is the one of the most common types of
leaders. This approach is to make decisions without asking
for suggestions from other members of the group. This type
of leader thinks he/she saves time and energy by not
including someone else but with this type of leadership
there is no buy-in from the rest of the group.
This type of leader would be seen as a pastor/council
president that moves forward without seeking input from
The Laissez-Faire Leader
This type of leader is the opposite of the dictator:
people are given a lot of freedom and leeway to work
as they see fit. The laissez-faire leader rarely gets
feedback or updates on a regular basis.
The laissez-faire approach can result in time savings
and better relationships with staff, council and
church members, but only fits with there is an
efficient, honest lay leadership that requires little
The Motivational Leader
A motivational leader helps to bring out the best in
everyone. By taking the time to get to know each
member of the church, this type of leader gets to
know strengths and weakness and develop strategies
for taking advantage of them. This approach leads to
good communication throughout the different levels
of an organization. This type of leader is good at
empowering people and helping people feel satisfied.
A motivational leader is perfect to give a creative
spark—or a jolt of enthusiasm.
The problem is long term sustainability.
The democratic leader values every member’s
opinion and seeks to make each group member feel
content and useful. A democrat participates in tasks
while respecting and acknowledging the suggestions
and contributions of others. This approach generally
leads to team efficiency and happy church members.
Down the road this type of leadership may catch up
with the democrat leader as they cannot always
The gratifier follows the old carrot-and-stick
approach. Such a leader sets goals and then offers
relative rewards depending on the contribution and
achievements of members.
One benefit of this traditional management strategy
is that it’s possible to initiate competitions within the
workplace that often lead to improved—even
transcendent—performance. However, when the
incentives stop so may the motivation.
An innovator is creative and dynamic, adapting
quickly to change and spearheading explosive growth.
An innovative leader is aware of new developments
within the church and is always listening to members,
who are on the lookout for fresh ideas and solutions.
The best thing about the innovator’s approach is that
the lead-by-example creativity inspires other
employees to explore, expand and come up with new
concepts of their own.
• Nehemiah went to King Artazerxes and asked to help his
people and he became governor of Judea
• He left and rallied his people together and they began to
build a wall around his city
• Eventually there was opposition by a man named Sanballat
• Sanballat sent spied into the city to start rumors to
discourage the people
• Sanballat sent armed forces against people to attack
workers on the wall
• Sanballat caused many, many problems
• Sanballat decided to distract Nehemiah from the
work to get him outside the city walls and then kill
• Nehemiah knew what was going to happen so he
said to Sanballat in Nehemiah 6: 3
• “I am doing great work and I cannot come down.
You tell Sanballat I’m doing great work here and I
cannot come down”
• As leaders we need to discern the work God is
calling us too and whatever that is we need to say to
one another and ourselves “I am doing great work
and nothing is going to distract us.”
1. Principled- he had character and integrity. He was honest.
He was tempted at multiple times, and he resisted.
2. Humble- the power and prestige of his position working
for Pharaoh never changed him.
3. Disciplined- Joseph had the proper long term perspective,
even while in jail for a crime he didn’t commit.
4. Faithfulness- while in jail and throughout all of the
turmoil, Joseph remained faithful to God and never wavered
from his commitment to follow Him.
5. Grace- Joseph showed grace and mercy to his brothers, even
though they had sold him into slavery.
6. Competence- he did his job with excellence. Whether as a
servant, or the interpreter of Pharaoh’s dream, or as the manager
of the family sheep flock.
7. Wise- Joseph was wise beyond his years. He was 30 when he
stepped in to help set up Egypt for the famine, and demonstrated
a seasoned perspective with decision after decision.
8. Strategic- Joseph was a planner. He instructed the officials to
prepare for a famine, even though it was years away, gathering up
food to store up, even during the seven years of “plenty.”
12 Models of Jesus’
Jesus was willing to invest in people others would have
dismissed. Consider the disciples. They were not the “religious” elite,
yet Jesus used them to start his church.
Jesus released responsibility and ownership in a
ministry. Consider how Jesus sent the disciples out on their own.
Jesus had a leadership succession plan. Jesus consistently
reminded the disciples that he wouldn’t always be with them. Of course,
he was still the “leader”, but he left others to take the ministry forward.
Jesus practiced servant leadership better than anyone. He was
willing to not only model leadership but to serve the disciples and the
people he ministered too. For example, he washed the feet of the
Jesus was focused on his vision. Regardless of the persecutions or
distractions, Jesus kept on the mission God had called him to complete.
Jesus would treat everyone with love and grace. When people
would seek Jesus out he would stop and minister to them even though
he was headed a different direction.
Jesus was into self-care. Jesus constantly took time away to spend
in prayer with God.
Jesus was into leadership development and replacement. He
very purposefully prepared the disciples to take over the ministry. He
pushed people beyond what they felt they were capable of doing.
Jesus held followers to high expectations. Jesus was not afraid
to make huge requests of people. “Follow Me” meant the disciples had
to drop their agenda to do so. He told the disciples they must be willing
to lose everything to follow him.
Jesus cared more about people than about rules and
regulations. He was willing to jeopardize himself personally by
breaking the “rules” to help someone in need.
Jesus celebrated success in ministry. He rewarded people
generously who were faithful to Him and His cause.
Jesus finished well. Any questions whether his ministry was
effective? Still working today.
Listen to Congregation Listen to Community
It is the type of leader that gathers information, that processes the information
and uses the information to influence their leadership decisions.
It is being open to God and to the people around him/her.
It means that you are prepared to wonder
You understand that we are part of a world that began long before our arrival and
will continue long after we depart. We do not control its course—so we must
learn to flow with it. This world was created by God. And we have a direct
relationship with God
You believe that world-changers are self-changers. We lead not mainly by leaps,
but by small steps. The way may be uncertain, but the ground we share is
hallowed. All we need is here, and it’s all important. The greatest promise exists
in the smallest seed. We belong to each other. We can feed each other.
You feel an energy around and about us that we don’t necessarily understand
called the Holy Spirit —You try to be in tune with the Holy Spirit and you
harness the Holy Spirit in all that you do.
You recognize that power emerges from The Holy Trinity and you lead with
that in mind with intention.
You are united by a sense of responsibility, and a desire to improve the
landscape, you commit to dropping old baggage, opening fresh eyes, and
finding new ways to examine, reflect, and shift.
You take the long view, adopting an unfettered vantage point from which to see
You round the square tables, holding safe spaces where all are seen and heard.
You listen attentively and well, inviting and welcoming the lost voices.
You observe and discern wisely, knowing that some of our best teachers are
least like ourselves.
You perceive that there is no such thing as failure.
You are worthy of trust, deeply reflective and authentic, flexible, humble,
You remind others of their dignity and hold their stories tenderly.
You laugh heartily and often, especially at yourself.
You act nobly—with care, compassion, respect, and grace.
You plant seeds, confident that they will germinate and blossom in their
You become a liberating force, unlocking barriers to passion and
unleashing the vitalizing power of creativity and courage.
You go gently down the stream, leaving only love in your wake.
How Leaders Act
Ask the Question:
What’s in decline and where are we manufacturing energy?
For many people What happens at home is more important then happens at
To reach people that no one else is reaching you have to do things that no one
else is doing
What does love require of me?
When you run a church by relationships not policies it takes longer.
We believe the church should be the safest place on the planet for people to
talk about anything
Five “I’s” of Leadership
Leaders have insight. Sometimes we refer to this as vision, but that usually has exclusive reference
to the future. While leaders must have vision, they need more. They need wisdom and discernment.
They need to be able to look at complex situations, gain clarity, and determine a course of action.
Leaders demonstrate initiative. They go first. They don’t sit on the sidelines. They don’t ask others to
do what they are unwilling to do themselves. Instead, they lead by example.
Leaders exert influence. It’s no coincidence that influence and influenza (the flu) come from the
same root word. Leaders are contagious. People “catch” what they have. People are drawn to their
vision and their values. They are able to gather a following and move people to act. To change
metaphors, they are like human wave pools, creating a ripple effect wherever they go.
Leaders have impact. At the end of the day, leaders make a difference. The world is changed
because of their leadership. They are able to create real and lasting change. Unless something has
shifted, they aren’t leaders. They are only entertainers. There is a big difference. The measure of
leadership cannot be found in the leader; it is found in the impact the leader has on his or her
Leaders exercise integrity. Not every leader is benevolent. Adolf Hitler was a leader. He had insight,
initiative, influence, and impact. Yet his life was not integrated with the highest values. Integrity—or
the lack thereof—ultimately determines the quality of a person’s impact.
Leadership is a Gift
Prior to ministry I really had the opinion that leadership was an achievement. If
I worked hard and proved myself reliable then I would create leadership
opportunities for myself. I think this is the conventional view of opportunity and
But since moving into ministry leadership and really digging into what the Bible
says about it, I have realized that leadership opportunity isn’t something we
achieve, its something that we’re given by God. It’s proven to be more about
God’s call than my desire. Romans 12: 1-8 — Especaily verse eight. It clearly
says that leadership is a gift and for me this was a game changer.
I realized that a great gift has a higher value than something I could earn on my
own. To steward something I wouldn’t otherwise have brings with it a higher
level of responsibility and pushes me to serve in humility instead of pride.
Leadership is who we are
As we work in the church we learn that as leaders we are what we do.
For many people, it is normal for people to talk about who they are and
when it comes to work they talk about what they do and how they got
there. Most of the conversation revolves people defining who they are
by what they did.
What we do is what we are called to do by God. Leadership is truly a gift
given to us by God, we can escape the reality that when we are called to
be leaders it is who we are. Whatever situation that we are in, we feel
compelled to be leaders, and we are looked upon to be leaders.
People’s faith also rests in our hands.
We need to !
Many leaders feel that they need to have as much control over the
circumstances in order to protect ourselves from failure. We become
resistant in asking for help or delegating certain responsibilities because
we want to make sure if there was credit to be given that it would have to
be given to us.
In Exodus 18 we read that Moses was trying to do all the leading himself
and his father-in-law told him what he was doing was wrong. He told
Moses that if he really wanted to serve the people he led he would have
to release controlling all the decisions that impacted the people. The
bottom line was that Moses had to giving up control to put the power in
the people’s hands and in return the people would continue to love and
respect Moses but also take more ownership in the ministry and in their
So What do we do?
• Be the Church
• Join together with God in our Neighborhoods
• Embrace Transformation
• Remember that we are ‘Marked with the cross of
Christ forever, we are claimed, gathered and sent for
the sake of the world.” ELCA Mission Statement
• Decide in our contexts how we are going to be the
church, and live it out.
Establish a !
Sense of Urgency
• Churches that want to change and feel connected to the calling that God has placed
before them need a plan to change. You can’t take an idea — put it out there and expect
everyone to take it and run. You need to have a plan.
• 50% of the churches that fail to make needed change make their mistakes at the very
beginning. Leaders may underestimate how hard it is to drive people out of their comfort
zones, or overestimate how successfully they have already done so, or simply lack the
patience necessary to develop appropriate urgency.
• Leaders who understand the importance of a sense of urgency are good at taking the
pulse of their church and determining whether the state of the organization is:
o Complacency - Complacency can occur whether your church is growing or on the
brink of closing. It is a time when people say “Everything is fine”
o False urgency - People are busy, working-working-working, but their actions don't
result in helping the church succeed in their calling. It is doing a lot of ministry
that is not related to the mission.
o True urgency - People are clearly focused on making real progress every single day.
Urgent behavior is driven by a belief that the world contains great opportunities
and great hazards. It inspires a gut-level determination to move, and win, now.
• Guaranteed to Fail: The problem in failed change
initiatives is rarely that the case for change is poorly
thought out, or not supported with sufficient facts.
• Kotter suggests that for change to be successful, 75
percent of a company's management needs to "buy
into" the change. In other words, you have to work
really hard on Step 1, and spend significant time and
energy building urgency, before moving onto the next
• Guaranteed to Succeed: Leaders who know what they
are doing will "aim for the heart." They will connect to
the deepest values of their people and inspire them to
greatness. They will make the business case come
alive with human experience, engage the senses,
create messages that are simple and imaginative, and
call people to aspire. 27
• How do we create a sense of urgency?
• Talk with people (honest discussions)
• Know the facts
• Examine threats and opportunities
• Outside perspective (Synod and Community)
Forming a Powerful
• You want to form a team
• Potential Teams
o Executive Council
o “Dream Team”
• Creating a team
o Mix of people (genders, ages, experience,
church and non church people?)
o Need commitment
o 3-7 people
5 Steps to Forming a Team
1. Ground Rules
The way in which the team operates is very important. How will people
behave? What is the culture of the team?
To be effective, everyone needs to be clear about the way they work together.
The team needs a common identity … to share the same values, goals and
objectives. Ground rules provide guidance for specific behaviors and
However, to make sure they are followed they should be prepared and
agreed by the team. Therefore, I believe that a team covenant should be
drawn up when the team is first formed. This will help everyone to focus on
the right things from the start.
2. Roles and Responsibilities
Once the ground rules are agreed the team should begin to
define roles and responsibilities.
How will the team work together? How are different
personality types accommodated?
The right people need to be selected for this task. However, it
won’t be until the team first meets that a real insight is seen into
how well members will work together. This is the time to match
people to roles and identify gaps within the team.
At this early stage, the team can define the various duties and
outcomes and agree responsibility for them. What’s more, it is
the first chance to identify strengths and weaknesses within the
3. Decision Making
Decision making is an important element of team work.
How are decisions made? Who has the last say? What can
be done without prior approval? How is conflict resolved?
Participation and involvement is important it leads to a more
And team members need to understand what authority they
have in the decision making process. For instance, can
decisions be made without council consent? What if council/
the pastor disagrees?
Clarity about decision making strengthens the team because
people are more likely to be committed to carrying out
4. Vision Planning
The team plan achieves two things:
It will gather the appropriate data to outline a vision for the church community.
This data will come directly from the church members and members of the
community at large.
It will direct the activities that will be completed during the life of the
transformation of your church.
Preparing a mission statement is a great way to engage the new team and
reach consensus about the team’s purpose. It will encourage answers to many
At this early stage in team development I believe it is necessary to set
objectives that are measurable and capable of demonstrating that the team is
making good progress.
Once again, agreement and commitment is more likely if the team decides on
its priorities and then delivers on them.
5. Team Processes
Team building is largely about directing the team to
establish clear objectives. This stage is best achieved
with a high level of team involvement since it leads to
strong, well supported decisions.
With strong foundations the team can begin to move
from forming to storming … establishing processes and
Delegating specific tasks – from the vision planning –
empowers team members and prepares them for the
reality of delivering a vision and mission plan. Forming a
team never happens by accident.
Before we can
Need a Vision
A vision helps us !
tell our story!
What’s in it for them?!
“I have a dream….”!
Martin Luther King
“If your listeners are
comfortable with who you are
and why you are here, then they
are ready to listen to what you
think is in it for them!
The Story Factor
A vision is a mental picture of what could be fueled by a
passion that it should be.!
In our everyday lives our vision pre-decides for us how life is
going to be, what we are going to accomplish for the day and
how we make decisions.
Our vision needs to be simple, it needs to be portable and it
needs to be repeatable. !
To make your vision simple, it can’t be complete. Complete is
not memorable or transferable.
How do I create a Vision?
Step #1: State your
1 + 1 =2
St. Mary’s Catholic Church in Memphis, TN
Remembering our Catholic heritage. St. Mary Catholic Church continues to serve
the poor, the sick, and those who are in need. Within the walls of our church, we
find witness to our Faith, recognizing the diversity of our individual gifts, we find
strength in our Lord, as we are guided by the Holy Spirit on our faith journey.
St. Mark’s Lutheran Church in Baldwinsville, NY!
St. Mark's Lutheran Church exists to embrace all persons we meet with the
Good News of God's unconditional love in Jesus Christ and to empower all
for joyful service in the church and the world.
The ONE Campaign!
To make poverty history
Northpoint Church in Atlanta, GA!
To create a church
love to attend
Step #2: Cast the Vision
a. Present the Problem!
b. Seeing the Solution!
c. Why here and why now
How do we !
1. Determine what you need to communicate
1.You have a sense of Urgency
2.You have your team
3.You have your vision
4.You share your vision and answer the “Y”
2. Write your Goals, Dreams, Vision, Mission Down
• Forces us to clarify what we what
• It will motivate us to take action
• It provides a filter for other opportunities
• It enables us to see progress
• It gives us a reason to celebrate
3. Leadership Fully Understands
• Committee Heads
• Key Stakeholders
• Velma who comes in
every week to clean
• Known naysayers
A leader is someone who has the courage to say publicly what
everybody else is whispering privately. It is not his insight that
sets the leader apart from the crowd. It is his courage to act on
what (s)he sees, to speak up when everyone else is silent. Next
generation leaders are those who would rather challenge what
needs to change and pay the price than remain silent and die
on the inside.
Visioning is not Dreaming
Dreamers dream about things being different. Visionaries
envision themselves making a difference.
Dreamers think about how nice it would be for something to
be done. Visionaries look for an opportunity to do
We have a lot of dreamers in our churches what we need are
visionaries. We need people to envision themselves making
a difference, to seek opportunities to make a differences and
then follow through on each opportunity.
As leaders we can afford to be uncertain, but we cannot
afford to be unclear. People will follow you in spite of a few
bad decisions. People will not follow you if you are unclear
in your instruction. As a leader you must develop the skill
of leading confidently and purposefully onto uncertain
The individual in your organization who communicates
the clearest vision will often be perceived as the leader.
Clarity is perceived as leadership.
To be a Missional Leader in the 21st Century you need to
be personally clear about what the vision is, you need to
be confident in your vision and you need to be able to
communicate it clearly.
Learning and Evaluation
Great leaders are great learners. God, has placed men and
women around us with the experience and discernment we
However, experience alone doesn’t make you better at
anything. Evaluated experience is what enables you to
improve your performance as a leader.
Because we don’t always know what is going to hurt us. We
owe it to ourselves and the people that we lead to open the
doors to evaluation and coaching. !
As a leader we need to constantly be engaged in being
coached, as well as coaching the next generation.
What if things go wrong?
1st -- Shift your perception.
We have to acknowledge reality, but in the
context of a larger story, sometimes to get
into these times of change and to enter into
denial. But we have to shift our perception.
Shift your Intention
One of the marks of leaders is initiative. They
don’t sit on the sidelines waiting for somebody
else to act. Instead they lean into the problem
and embrace the change.
How many Lutherans does it take to change a light bulb?
Thirteen, one to change the
bulb, and twelve others to talk
about how they miss the old
Good question….But we have
appointed a committee to study the
issue and report back at their next
We are to fear and love God that we cannot by our own effort or understanding
comprehend the replacement of an electromagnetic photon source. It is, rather by
faith, NOT by our efforts that we truly see, and that our own works cannot fully
justify us in the presence of our Lord and Savior, Jesus Christ. Of course, it is still
I’ll have you know my grandmother gave that light bulb. If you change it, I’m
Shift your direction
Your vision and your strategy may be perfectly clear in good times, when the
weather is calm, but it can get really confusing fast when you’re going through
When you lose vision, the temptation is to stop. And you may need to do
that for a short time to kind of refocus, regain your strength, but eventually,
you have to make the call as a leader and keep pressing forward. You have to
shift your direction.
It’s easy to give up on the dream and stop talking about the future because, you
know, we’re just trying to get through today or this week or this month. But you
cannot afford to do this. The only thing that keeps vision alive, is you talking
about it as a leader. Well, how much should you talk about it? !
Talk about it until you’re sick of hearing yourself talk about it, and at that point,
you’re about half done. Keep talking about it. Don’t stop. Vision is the lifeblood
of your organization, and your job is to remind your people of what you’re
trying to build and why it matters.
Shift your acceleration
Email, social media, text messages…all these have conditioned!
people to expect a near instant response.
There seems to be an inverse relationship between an organizations size and
the sense of urgency that is embedded in the culture. !
Bigger organizations often move slowly. !
More often than not, smaller organizations have a sense of urgency. Why?
Because their very survival is at stake. One false move and they may find
themselves no longer in existence.
You have to think big but act small.
Shift your Allocation
You can’t fund new programs without defunding old ones.
Time and money are finite resources. You’re never going to have enough of it
either to do a job in a way that’s comfortable for you. Instead, you’re going to
have to exercise courage, make the tough decisions, and find the resources
you need. Sometimes, simple creativity will help. Other times, you’ll have to
sell someone on giving you more resources. Usually, you’ll have to shift
resources or reallocate from one program to another.
Content from this class pastorjoemcgarry.com/hartwick2014