Leading Groups Well

1. Canadian Ministries
Leading Moments, LLC
Centered Hearts
&

2. but those who wait for the Lord shall renew their strength they shall mount up
with wings like eagles
CENTERED SOARING

5. © 2013 E. Stanley Ott
The nature of
leadership
in our day

7. Dynamic Shift 10: Shift from a "leader-
using" ministry to a "leader-developing"
ministry; from committees to ministry
teams.

8. Gui Besana for the New York Times 10/12/13
The Mona Lisa
“Collecting” without Noticing
Become a Noticer – of your own Leader

9. © 2013 E. Stanley Ott
Leadership
Examen
the art of noticing

10. A centering Question: Who is with you?
A centering prayer: Lord, who do you want with me?
Faith in our Lord
Alignment in vision
Humility
Inquiry
Willing to experiment
Work-able-with-able – permission-givers

12. The Future Leadership Gap

15. © 2013 E. Stanley Ott
Ministry Team Life = Small
Group + Work
MT = +
MT = Small + Committee
Group Work
Life

16. © 2013 E. Stanley Ott
Five Centering Practices:
Seven Threads of Team Relationships
Team Disciplines:
*Word-Share-Prayer
*Prayer Partners
*Shared Meals
*Annual Retreats (or
regular retreats)

17. WORD
SHARE
PRAYER
Send to ministry and mission
© 2004 E. Stanley Ott
Small Group Life

18. Layering

19. The Seven Threads of Ministry Team Relationships:
1. Spiritual Disciplines
2. Face-to-Face Relationships
3. Confidentiality
4. Communication
5. Clear expectations
6. Loose-tight
7. Loving Loyalty

20. For a healthy congregational spirit: The 4
S’s
(No) Secrets
(No) Surprises
(No) Subversion
(Lots of) Support
• William J. Carl III Best Advice pp 39-44.

21. Dynamic Shift 2: Shift from merely
running programs to implementing
a vision for ministry.
William Glasser: role orientation vs
goal orientation

22. Vision is seeing what God
wants to do through you.
James R. Tozer

23. Incline
Recline
Decline

24. Incline
Recline
Decline

26. From Stasis to Movement
“The present system is
perfectly designed to get
the results it gets!”
W. Edwards Deming

27. Dynamic Shift 10: shift from a maintenance
mentality to a sustaining and advancing
vison.
Bless & Add
Micro and Macro planning –
small and big picture (do-lists &
moonshots)

28. Do Lists + Your calendar
© 20013 E. Stanley Ott
PPT – Protected Planning Time
Do LIst

29. WIGS and W&W Goals
For more on WIGS: The Four Disciplines of Execution by Covey and McChesney
The reality of the Whirlwind
WIGS = Wildly Important Goals
W & W Goals – What and When

30. Vision – Goals - Plans

31. Learn to live with the load
of the unfinished. Bob Oerter

32. The 10/90 Rule –
Leading people without losing them!

33. 10% Technical
What are we going to do?
90% Tactical
How to keep people on board?!
The 10-90 Rule

34. Goals and Planning (the 5%
question)
A vision without a plan is only a wish
For Christian leaders, planning is a
spiritual discipline.
It is the hinge between aspiration and

35. This Is Generation Flux
(The Fast Company 1/9/12)

36. Flux is not merely
“change.” Flux is
continuous change.

38. When given the choice between
your own deep change (in what
you are willing to do or live with)
or the slow death of your
Organization, what percent of people
choose deep change?
Robert Quinn Deep Change

39. All leadership comes down to this: changing people's behavior. Why is that so damn hard? Science offers some
surprising new answers -- and ways to do better.
What if you were given that choice? For real. What if it weren't just the hyperbolic rhetoric that conflates
corporate performance with life and death? Not the overblown exhortations of a rabid boss, or a slick
motivational speaker, or a self-dramatizing CEO. We're talking actual life or death now. Your own life or death.
What if a well-informed, trusted authority figure said you had to make difficult and enduring changes in the way
you think and act? If you didn't, your time would end soon -- a lot sooner than it had to. Could you change when
change really mattered? When it mattered most?
Yes, you say?
Try again.
Yes?
You're probably deluding yourself.
You wouldn't change.
Don't believe it? You want odds? Here are the odds, the scientifically studied odds: nine to one. That's nine to
one against you. How do you like those odds?
ALAN DEUTSCHMAN

40. Road Blocks to Transformation:

41. Complacency
Be Happy Don’t Worry

42. Turf
Don’t Change it

43. Limited
Bandwidth
The Pressure of
Present Demand

44. On the leadership issues
Surrounding attachment
and detachment…
because we hold on
to what we know.

45. Group Work –
Of these matters which is most
relevant to your next steps?
Why?

46. Makrothumia
Makro = Long
Thumia =
heat/temper

47. Makrothumia
• long temper
• Patience
• The grace of getting
along

48. Love is a willingness
to be frustrated!
Bernard Harnik

49. Adaptive Challenges
and Action Learning

50. Introduction to Technical
and Adaptive Thinking

51. Sometimes we have to re-
think the structures and
approaches that have
successfully inspired spiritual
growth in our past
“In times of rapid change what
you know can mislead you.”

52. In times of rapid change
what you know can mislead you.
~Robert Dilworth

54. The Action Learning Project
(question) – An Adaptive
Challege:
Objective
Opportunity
Obstacle

55. The Action Learning Process:
4-8 people of imagination and initiaive
who bring a spirit of humility, inquiry
and experimentation.

56. The Questioning and Reflection Process

57. 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)

58. The Commitment to Taking Action

59. Pizazz And Commitment