Category: Leading through the Church

One of the most important components of a leader’s leadership is the ability to make mid-course corrections when things aren’t going well, or aren’t going as well as they could be going. Now, is such a time. Over the weekend, I decided it was time to make the focus of this blog church leadership. Up to this point my focus has been leadership in general. I’ve always had a bent toward church leadership, but in some ways leadership is leadership. The key difference or shift in my focus is instead of attempting to focus on all aspects of leadership and then at times make it clear my focus is as a follower of Jesus, from this point forward I’ll be coming to everything I write from the perspective of being Jesus follower, and helping church leaders to do that better.

Why the change of focus? I am a church leader, and have become a more, and more effective church leader over the years. While at the end of the day all the glory goes to God for anything good in any of us, leading a church has some unique characteristics.  First, a church is a faith-based organism. Without focusing on Jesus first, no church will ever do anything of eternal value. I start with that premise in everything I write, everything I say, and everything I do. When you read these posts from this point forward you won’t be wondering on the one hand, “How does this apply to my church?” Or on the other hand, “Why does he keep talking about Jesus in a leadership blog?”

I want to challenge you readers to consider what is the foundation of your leadership? Is it Jesus Christ? Is it a philosopher? Is it a business guru? Is it the latest technique to come down the line? Whomever or whatever is the basis of your leadership ought to determine how you lead and how you make the decisions and commitments before you each day. Why not take some time right now to consider who or what is your foundation? As you do, I hope you’ll choose to come back on Wednesday as I address the most important question every church leader must ask.

Here’s to leading better by determining the basis of your leadership–today!

What does going to the Pittsburgh Pirates home opener have to do with becoming better leaders? Nothing. And everything! I can’t think of any facets of leadership I’ll be honing today as I sit in frigid temperatures watching the home team square off against the Atlanta Braves. No easy or difficult steps to follow to being a better leader. Perhaps, perseverance in the face of challenging circumstances, but that’s pushing it.

On the other hand, as leaders we need to have times of renewal and refreshment. Today’s my Sabbath, so I’ll be resting at the ball game. It will also be RE-creation for me as I’ll be attending the game with Bill, my accountability partner of more than two decades. We’ll have the opportunity to catch up with each other in a way we don’t during our weekly accountability check-ups.

I wrote the word recreation as RE-creation intentionally. Many years ago, I used to do leadership talks for a youth and children’s program called Logos. When we talked about the recreational aspect of the ministry we said, we can approach recreation in one of two major ways: RE-creation or wreck-reation. The words are self-explanatory, aren’t they? Perhaps, particularly so when applied to children and young people.

But, the truth is many times what we call recreation is “wreck-reation,” we wreck ourselves physically or emotionally. We compete as if whether we win or lose is a matter of life and death. We leave the experience either pumped with adrenaline, because we’ve won or angry because we lost. That type of recreation isn’t restorative.

The interesting thing is we don’t even have to be participants in recreation for it to become wreck-reation. As we’ve all experienced the word fan isn’t a shortened form of fanatic for nothing. Some folks live and die with whether the home time wins or loses. I’ll be honest, it’ll be more fun for me if the Pirates win, but at this point in my life, I’m not going to sit in the cold for three or four hours, because I think my being there is crucial for the Pirates to win.

I’m going because attending opening day has become a tradition for Kenn, my younger brother and me. He isn’t able to be with me today, so Bill is standing in. Kenn lives in Harrisburg, and we both love baseball, so when Jim, our oldest brother died several years ago, we thought, “If we don’t do something intentional to spend time together, we’re going get old and die and we’ll miss out on being with each other.”

We had travelled to Oregon together a couple of times and spent a week with Jim during his last year with us, and we realized that although we lived just three hours from each other by car, we spent more time together in Oregon that year, than in Pennsylvania. While this is a bit of a tangent, it really applies to the main focus: RE-creation. Relationships are re-creating for all of us. Whether we’re leaders or not, we need time to build relationships, but particularly when we’re leaders we need to carve out time to built them. Otherwise, we tend to lead our business or organization and miss out on what’s ultimately important.

So, I’ll be in Section 314, hopefully not freezing my butt off today, as the Pirates take the field agains the Braves. I won’t be screaming my head off, or living and dying with every pitch. I’ll be talking with my friend Bill and enjoying deepening what is already one of my closest earthly relationships. That will be RE-creational, and I’m looking forward to it.

Here’s to leading better by investing some time in RE-creation–today!

One of the most important aspects of leadership, one that is easily forgotten when the goal of leadership is to “get ahead,” or “win,” is the power of partnership. Many times we get so caught up in our particular role as leader of a company, a church or other organization that we forget the adage made popular by President John F. Kennedy, “A rising tide raises all the ships. Even in the church world, a place where we ought to understand partnership implicitly, because our goal is for everyone to know Jesus Christ as Savior and Lord, competition can get in the way. I was reminded of the vital importance of partnership this past weekend, when my good friend, Pastor John Nuzzo preached at New Life.

John is the lead pastor of Victory Family Church, a thriving church in Cranberry Township, PA. Victory ministers to more than 3,000 people each weekend and has significant influence in that community. Yet, this past weekend John came to Saxonburg and preached at all four of our weekend services. What message does that communicate to those who had any idea it happened? New Life and Victory are working together! John, his wife Michelle, and Victory Family Church  have walked with New Life throughout our sixteen year history lending prayer, expertise, guidance, and the more tangible resources of time and money in their partnership with us. Recently, I had the opportunity to reciprocate as I spoke at Victory’s weekly leadership school.

This partnership shows any who are watching that our goal is to advance our common goal of increasing the influence of Jesus Christ in western Pennsylvania and beyond, to give as many who don’t know Jesus as Savior and Lord the opportunity to do so as possible. I recently read that the original meaning of the word competition, which comes from the Latin computer, was “to grow together.” That sounds a lot more like partnership than like what we usually mean when we say the word competition today, doesn’t it?

How are you partnering with those who are in a common field of endeavor in order to raise all the ships around you, or are you? It may sound ridiculous to help your “competitors,” but is it? Perhaps you recall the classic movie Miracle on 34th Street, in which the Santa Claus of Macy’s (in the original screen version) or Coles (in the 1994 remake) tells parents of other stores where they can buy toys not available or in his store, or at a better price in the other stores. The result? The Macy’s/Cole’s customers become more loyal than ever to their favorite store and Santa.

Yes, the story is fictional, but the premise is valid. Loyalty doesn’t diminish, but grows when the people we serve realize we are serving their best interests rather than our own. As Pastor John was preaching and then greeting the people of New Life after each service, I enjoyed watching the interaction. The goodwill of everyone involved was obvious to see. I don’t know how you might apply the power of partnership in your situation, but I’m sure it will benefit those you serve, and it will also benefit you, because it will expand your spheres of influence, and your spheres of growth and learning.

Here’s to leading better by investing in the power of partnership–today!

Larry Osborne is a pastor of a thriving church in California who has written a number of books about leadership. The one I read most recently was Sticky Teams. The sub-title says it all “Keeping Your Leadership Team and Staff on the Same Page. Whether you’re a church leader or a business leader, the principles Osborne presents are worth reading, remembering and implementing. Having served as a leader in churches for more than three decades, I found myself nodding my head with most of what I read, either because I had done what Osborne suggested to my benefit, or had not done it to not only my detriment, but the detriment of the teams on which I served.

The overall premise of Osborne’s book is that the one thing we cannot leave to chance in leading a team is “the unity factor.” Osborne recognized from early challenges as a leader that when everyone is not on the same page it’s incredibly challenge to get anywhere. If we’re leaders then by definition our task is to move people forward, but if those we’re called or paid to lead don’t buy into the direction, or don’t believe we have their best interests at heart, or believe what the team is doing is meaningful, there’s not much chance of success. Even when all those things are in alignment, we still aren’t guaranteed we’ll have unity, because many times the policies, processes and procedures we’ve inherited or developed get in the way.

The book is packed with helpful information about how to get people in unity, and how to overcome the come roadblocks to unity and teamwork. Yet, the most helpful aspect of the book for me was the sports analogy Osborne used to demonstrate the difference in staffing as an organization grows. While he was talking primarily about leading churches, the concept has application in business as well from what I’ve experienced over the years. Osborne points out that when a church first starts out, or has a small number of participants, the leader/pastor is like a “track star.” The track star has a great deal of independence, and his or her effort has a great deal to do with the outcome.

When the track star succeeds in moving the organization forward to the point that it needs additional paid leadership, it morphs into a new type of organization, one where “golfing buddies,” are the new model. Golfing buddies play the sport together. The spend time in the talking together in their golf cart or as they walk from shot to shot. After the game, they often go to the course bar or restaurant for more time together. It’s a matter of “playing the game you like best with the people you like best.” When a couple of leaders join their love of each other with skills and commitment to their cause, the work is fun and the organization moves forward.

The next stage is when the church/organization becomes mid-sized and needs additional staff. The model moves to basketball at this point. Every basketball team needs a couple of star players, and some role players. Each must know his or her role and play it effectively for the team to succeed. When things aren’t going well the coach calls a time-out and all the players look at him and each other, and make adjustments. No longer does every teammate need to be a “best buddy,” but esprit de corps is needed for continued success. The team realizes that when everyone plays their role, everyone wins. The challenge is if two or three of the “players” have moved to this level from being at the golfing buddy stage, some of the fun and intimacy is lost, and a bit of specialization starts to take place.

Finally, when the organization grows to being large, in the church world somewhere between 500-800 participants, the “team” needs to become a football team. More and more specialization is needed and now everyone may not know what everyone is doing. In fact, in order for the team to win, the “defense” needs to be huddling up with their coach when the offense is on the field. The quarterback doesn’t mind that the defense isn’t watching him play. He just wants the defense to stop the other team’s quarterback.

As I read these analogies, I realized how true they are. Having moved through each of these stages over the sixteen years since we planted New Life, I see why we’ve hit some of the bumps we’ve hit, and how we can move effectively to becoming a very large church, even though we’re located in a rural area. We need to play football instead of basketball. We need to understand that everyone in leadership doesn’t need to know everything that everyone else is doing, but each of us must have the same goal, and understand what our role is in order for the team to win.

Whether you’ve ever been an athlete, I hope the analogy helps you see where you are as a leader right now, and where you need to move in order to become more effective and move your team forward. It’s so important not to play golf, if you’ve become a basketball team, or basketball if you’re becoming a football team. Where are you in your leadership right now, and what do you need to do to take the next step toward being what your are and becoming what lies ahead? That’s a vital question, and one I’ve been investing time answering over the past couple days since completing Sticky Teams. It’s a book well worth the investment for you, if you’re looking for how to lead more effectively in a team environment.

Here’s to leading better by investing time and energy in making your team better–today!

When navigating uncharted waters (the theme of this week’s posts), one of the best leadership ideas is: find an expert. I had the opportunity yesterday to talk with a pastor who is responsible for leadership in a particular area of ministry that is uncharted for us. What made it so helpful is he serves in a church with 4,000 in weekly attendance. He has twelve years of experience in that environment and during that time he has seen the church grow from 3,000 to 4,000 people, so he has the kind of experience that could be extremely helpful to me as a leader who is in the process of leading a local church into the 1,000 people per weekend “waters.”

As I spoke with the pastor I realized not everything he said was immediately applicable in our situation, and some of it may never be applicable, but much of what he said was transferable to our situation, and provided a starting point from which our leadership can make informed decisions that will lead to informed commitments and actions. Everything I’ve said may be intuitively obvious to some of you, but sometimes it’s the intuitively obvious that we overlook. It’s so simple we forget to do it.

I have known for a long time that finding an expert can make a big difference when moving into uncharted waters, and yesterday’s conversation underlined that truth for me. The experience and expertise of someone who has “been there and done that,” who has learned from the missteps along the way, and who is willing to share it is invaluable to leaders who want to make the best use of available time, talent and other resources along the way.

Whatever uncharted waters you’re navigating today, you’ll do well to consider finding an expert who can help you navigate them. Sometimes the resources will cost time and money, and the question is one we must ask ourselves all the time: is the resource and investment or an expense? In other words, will my pouring time and money into the resource be an investment in charting the uncharted, or an expense that costs us time and/or money, but doesn’t make the way ahead any clearer. As every leader knows, sometimes you don’t know whether it was an investment or an expense until farther along the course, but we are leaders because we are in a position to make those calls.

If you are heading into uncharted waters in any area of your organization, and if you are healthy and growing, or wondering why you aren’t you probably are, then take some time to consider whether investing your time and other resources into finding and expert and getting help is a step you need to take.

Here’s to leading better by evaluating whether to get the help of an expert–today!

When we’re navigating uncharted waters (see yesterday’s post), the tendency is to look for a silver bullet, for that one new idea, or policy, or plan, or process, or leader who will move us forward. If you’ve been leading for any period of time, you know there are no silver bullets, but what I’ve found over the past several years in particular as we have navigated a great deal of uncharted water in growing from a church with 300-400 hundred in worship to a church approaching 1,000 in worship is one of the most important leadership shifts necessary has been the identification and implementation of clear, repeatable and replicable policies, procedures and systems.

I know that is not sexy. If you’re a pure leader, you don’t want to hear it. I know I didn’t. I’m a visionary. Writing policies and procedures and developing systems is like poking my eye out with a fork. When we had a consultant come in three years ago to identify the next steps we needed to take in order to move to the next level as a church, you can’t imagine my thoughts when we were told one of the three key “roadblocks” to our health, growth and effectiveness was the need to develop clear, repeatable and replicable policies, procedures and systems in every area of our church life. We’ve all heard, “The system is ideally suited to produce the results you are getting,” and it’s corollary, “Therefore, if you want to change the results you have to change the system.” The leader in me wants to read those statements and say, “Yes, but…” Yes, but if I just lead better, if I just cast the vision more clearly, if we just call another staff member, if….

We may well need to do all those things. In fact, when it became clear we needed to develop policies, procedures and systems to move us to greater effectiveness, I realized I was not the one to lead us in that area. We needed someone who could lead us through it, and no one on staff at the time had the time to do it, and really no one had the expertise or desire to do it either. Over the next several months it became clear to me that while it wasn’t necessarily in the budget, if we were going to navigate the uncharted waters of moving to the next level, we would need someone, a new “crew member” to champion the process of developing processes. The rest of the leadership team agreed, so we identified a potential leader for this area, Barry Leicher.

Barry was not already serving in a church of 1,000 or more. In fact, he wasn’t even serving a church. He was an administrator in a secular business, with a heart for the church, and some background in church leadership. I met with Barry on several occasions to discuss the possibility of him becoming our executive pastor. While the process we needed would be uncharted waters for Barry, his skill set and motivation made him what I considered to be a great candidate. The past two and half years have proven that assessment more than correct. With Barry’s leadership we have navigated the uncharted waters of developing polices, procedures and systems for New Life that are helping to pave the way for our next step and future steps of health and growth.

You may notice that I typically link the word health with growth. Healthy things grow. But sometimes unhealthy things also grow. Cancer, for example, grows rapidly but if left unchecked produces death rather than health. Our goal at New Life is not only to grow, but to grow more healthy and to provide more effective leadership and ministry along the way. Many times we aren’t 100% clear (or even 90%) on what we need to do next, but we are a church, which means we offer our best effort and rely on God to provide what we’re lacking.

I know that statement may not line up with what some of you believe, but I am not naive enough to think that our best efforts, along with identifying and developing new leaders is enough for us to see the miraculous results around us. Remember, we’re in Saxonburg, and we’re about to break the 1,000 barrier in weekend worship attendance. While there’s no silver bullet, we do rely on God to provide supernatural wisdom and blessing on a daily basis in order to make up for some of the lack in our resources, skills and systems.

Whatever you lead, whether your family, your business, your church or something else are you hoping for a silver bullet to bail you out, or to move you through the uncharted waters your sailing right now? In my experience the best combination is to trust God, assemble the best team, and develop the best possible practices in your area of endeavor and then trust that together God and you will move through the uncharted waters with an effectiveness than no human solution alone will ever provide.

Here’s to leading better, by doing your best and letting God add the rest–today!

At New Life we’re about to “break the 1,000 barrier.” As it sounds, it means we’re about to experience having 1,000 people join us each weekend for worship. For us that is an “uncharted water.” Being located in a small, rural town in western Pennsylvania, we are moving into uncharted waters. Statistically, only about 10% of American churches have more than 350 people in worship on a weekend according to Them Ranier, who has done church research for decades. The number that where the worship attendance exceeds 1,000 people per weekend is less than 5%. I am in no way commenting on bigger being “better,” because many factors determine the size and health of a local church. My point is what we’re experiencing is uncommon in America, and that we’re experiencing it in Saxonburg, Pennsylvania makes it quite rare.

None of our staff have ever served on a church with more than a 1,000 in attendance, so leadership at every level is quite important. The basic principles of leadership remain constant, but what we have found at New Life over the past several years is one of the primary barriers to moving forward has been the need for being able to replicate what we are doing in every area of our church family. For example, our Relevant Youth Ministry has grown exponentially since we moved into our permanent building a little less than four years ago. After worshipping in local school buildings on the weekends for nine years, and renting space for youth ministry and other church activities during the week, when we moved into our own building in 2013, we saw immediate growth in every area, but in no place as in our youth ministry.

The challenges to know everyone who came, to identify and welcome first-time guests, to minister to the needs of dozens of young people instead of a dozen required effective leadership and many more leaders and volunteers. A system for identifying and equipping volunteers and leaders was developed. As a result the ministry has grown rapidly, and much more importantly has reached many more young people in our local communities with the good news of Jesus.

The same reality has been part of every area of ministry. Our worship ministry has continued to grow and improve as our worship pastor has developed additional worship members and leaders and technical support team members and leaders to staff a weekend worship service schedule that now offers four weekend worship services. Neither our youth pastors, Mark Lutz (who is now our discipleship pastor) and Alex DeRosa, nor our worship pastor, Brad French, had served in churches with more than 1,000 in worship so we have done a lot of reading, watching and listening along the way.

The key is: when traveling uncharted waters you must have a map (a plan), a boat (a structure), a crew (leaders and workers) and navigational methods (repeatable and reproducible policies and procedures.) What works when you’re rowing a boat, doesn’t necessarily work when you’re sailing a ship. The bigger the boat the more necessary the map, boat, crew, and navigational methods become. Which of these is most important? While John Maxwell would undoubtedly say, “Everything rises and falls on leadership,” and I would agree, leaving out any of these aspects will make sailing into the uncharted waters of being a church with more than a 1,000 in attendance each weekend much more difficult, and perhaps impossible.

One of the realities we have found important during the process is to distinguish between “not knowing what we’re doing,” and “never having done what we’re doing.” For a while, some of the staff members would say, “We don’t know what we’re doing.” The actual intent of the comment was, “We’ve never done what we’re about to do before.” The difference is crucial. Of course, if we have never led in a certain area before, there is at least some degree of lack of knowledge, but it doesn’t mean we don’t know what we’re doing. It means we don’t have experience in leading, in our case, a particular size of organization. There is a difference between a church of 100 people and one of 1,000 and it isn’t simply ten times more people. If that were the case all that would be necessary would be to have ten times the staff and everything would work. The logistics of hosting 1,000 people are far different than of hosting 100. Communicating with 1,000 people is vastly different than communicating with 100. The resources necessary to provide ministry for 1,000 people is often more than ten times what it would be for 100, although at times it is proportionately less.

The opportunities of leading 1,000 people instead of a 100 are also multiplied. We are able to do vastly more than ten times what could be done with 100 people in certain areas. Again, my goal is not to say having 1,000 people is “better” than having 100. My goal is to point out that every growing organization will find itself navigating uncharted waters. When that happens leadership is at a premium, and finding the right team of leaders is absolutely crucial. Tomorrow, I’ll point out some of the lessons we’ve learned while navigating the unknown. For today, think about this: What will it take for you to navigate the uncharted waters you will face as a leader, because your leadership is more effective over time? Have you considered the uncharted waters that lie ahead? Are you merely working to keep the boat afloat? As you know, I’m going to press us to think and ask questions, because the unexamined life is not only not worth living, it is far more challenging to live.

Here’s to leading better by preparing to navigate uncharted waters–today!

One of the questions many of us ask when it comes to making changes to our leadership is, “Where is the best place to start?” I’m currently reading Craig Groeschel’s recent book Divine Direction: 7 Decisions That Will Change Your Life, and in it he recommends not attempting to change everything at once, but starting with one change that you will commit to living out daily. In one section he addresses the matter of personal disciplines and points out that too often we “commit” to changing half a dozen things at once. Then we get all fired up about that for a week or two (or less). Then we give up. Groeschel points out that over the years he has committed to making one change in this area of his life each year. He gives the example of committing to write one sentence in his journal each day.

One sentence. Anyone can write one sentence. Of course, one sentence will often lead to two, and then to a paragraph, and…. The key is to commit to writing the one sentence. If that were your only goal in personal development for a year, would you be able to accomplish it? Of course. Groeschel points out when we make such commitments it doesn’t seem like major change will take place, but the key is over time we will add many new disciplines. In five years, we’ll have five additional disciplines in our life, and ten in a decade.

Imagine having ten well-rooted disciplines for personal or leadership growth over the next decade! What would that do to your leadership or mine? While my personality tends toward committing to many new disciplines at once and then failing at most or all of them, the idea of only initiating one new discipline a year is both simple and easy, particularly when we start out with a small goal in the particular discipline.

I still find myself wanting to commitment two or four or ten “small” changes rather than one, but as I’ve been exercising this new plan am find the wisdom in Groeschel’s plan of one additional commitment made over a longer period of time, so it becomes ingrained as not only a habit, but a part of my daily life. I encourage you to choose one particular area of your life where you have been “intending” to make some change and “commit” to a change, a small change, in that area. Then do it and keep doing it daily until you have integrated that change into your daily life. Perhaps a year is the necessary amount of time. Then add another and another. Over the next decade you will become a much more effective leader. That’s my plan, and while I’d rather add ten new disciplines today, I know how that formula works in my life, and it’s time for me to succeed with one new discipline than fail at ten.

Here’s to leading better by committing to one new discipline–today!

I saw this title for today’s post on a church sign a couple of weeks ago and thought, “Wow! That’s a good one!” How many times in each of our lives do we have to start again–again? Over the past couple of weeks I’ve been restarting my intentional planning process using a lot of Michael Hyatt’s stuff, and as in the past am finding it extremely helpful when I use it. As I’ve noted, I’m not a planner by nature, so having a process that someone else developed that works for me has been hard to find. I’ve found Hyatt’s process the most flexible and adaptable, particularly his Living Forward book and plan, as well as Free to Focus.

What I haven’t found is the discipline to stick with it over the long haul. When I say “long haul” I mean over a period of months. Weeks are easy, but months have not been so easy. I know the reason is because I end up getting caught up in the individual “trees” and and can’t see the “forest.” Thus, I’ve been starting again. Again.

Have you ever found yourself in that place as a leader? You’ve started a fitness plan, or a new organizational plan, or a new method for marketing or ________? The great thing is it worked. It really worked. But then life happened and you skipped a day or two, or you found yourself back in old patterns, or some other plan or process had more bells or whistles and you decided to try it? Before you knew it you were back where you were and you didn’t know for sure how you even got there. In those moments, it’s easy to say, “I’m never going to get in shape,” or “I’m never going to get organized,” or “I can’t ______.” Occasionally those statements may be true, but more often it’s simply time to start again. Again.

I read somewhere that we’ve all been told it takes 21 days to start a new habit, and the reason we often find ourselves frustrated is that isn’t true. It take more like three months than three weeks to start a new habit. My experience is three months is closer to the time needed to start a new habit than three weeks, because I’ve made many changes to various areas of my life and leadership over the years that have lasted for three weeks. Perhaps it was the short-term success that lulled me into thinking I could relax a bit. Whatever the reason, had I kept to the process diligently for three months instead of three weeks, I may well have developed a new habit. This much I know: I’m going to start again, again when it comes to my overall life planning this week, and commit to following through, through the summer.

By then, I’ll know from my own personal experience whether it’s more a matter of the length of time committed to developing a new habit that ensures its success, or whether I need to begin again. Again. As leaders, we know we can’t get married to our methods, because methodologies do need to change over time, but sometimes a particular methodology needs to be given more of an opportunity to succeed than I give it. If that’s true for you, then maybe it’s time for us to start again, again in certain areas. Take some time right now to consider what it is that is most pressing in your life when it comes to the one action you can take that will leverage your leadership capacity or effectiveness in ways that nothing else will. For me it is planning not just my days, but my life goals, objectives and processes so I’ll be more effective over time. I usually get a lot done each day, but too often at the end of a day I wonder whether what I got done was even what needed to be done. (That’s a topic for a mother day!)

As you consider areas where you may need to start again, again, remember that it’s okay to start again and again and again. At least it is when the action your restarting is the action that will leverage your leadership to the next letter. Taking the time to reflect on those areas is time well invested, because the unexamined life is not only not worth living. It is far less effective as well.

Here’s to leading better by starting again. Again. Today!

Sorry about the no post on Wednesday and no heads up. Nancy and I took a few days away to reunite with our children and to watch the Pittsburgh Pirates play baseball in Bradenton, Florida. I needed to get away, not in the Southwest Airlines, did something stupid so I needed to get away kind of need. It was more the: I’ve been working hard, and life’s been challenging for a long time, needed to get away. I’m one of those folks who don’t tend to take time away often enough, and was reminded of that this week. In fact, by the second day I was thinking, “We ought to do this every year, and possibly for two weeks instead of one.

Bradenton in March certainly beats western Pennsylvania in March, but it’s much more than that. Being this far away from the epicenter of my daily life means I’ve been able to unplug and enjoy some re-creation. Yesterday, we all went on a Segway tour of Santa Maria Island, and it was FUN. We’ve laughed together so much this week, and one of the best parts of dinner together from when the girls were growing up took place each evening–Nancy laughing so hard she had dears streaming down her face. Back to the Segway tour, the view was amazing and the experience was so different from anything I normally do that it was a great deal of fun.

I’ve been “running” each morning we’ve been here, which is something I’ve been thinking about doing at home, but the weather here is so much more conducive to it at this time of year. I was pleasantly surprised to find that I was actually able to run. I’ve spent the winter on my “Spintmaster,” which is an inexpensive combination of a treadmill and an elliptical machine. That’s helped me stay in shape, but I wasn’t sure whether the old body would take running for real. It has. The one aspect of running/ walking I’ve always enjoyed is it gives me truly uninterrupted time for thinking and praying. The second morning I ran over to the beach, and then ran along the beach, so the view was incredible. I’m always reminded of God when I see the vastness of the water stretching out in front of me. Even though the sun came up to the east of the water, because we’re on the west coast of Florida, it was still an amazing view.

What does all this have to do with leadership? More than you and I might think. We all “know” we need rest and time away in order to function at our best as leaders, but much of the leadership culture in America still tells us that rest and down time are luxuries the best leaders can’t afford. Each of us has to decide whether we believe that or whether we believe rest and restoration time are essential to long-term, sustained leadership. Maybe it’s because I’m nearing my 60th birthday, or maybe it’s because I’m getting wiser, but I’m siding with the group espousing the need for rest and restoration. While the break has only been four days so far, I feel ready to get back to leading at New Life, and am sure my leadership will be more effective.

So, what’s your position on rest and restoration? Do you get enough sleep each night? Do you take a “Sabbath” or a day of rest each week? Do you take regular times away form restoration and renewal? These are vital questions. The younger you are the more you need to ask these questions and determine what you’re going to do about your own need for rest, renewal and re-creation. Hindsight is 20-20, as they say, but I would have been much better served as a person, and the people I’ve led would have been much better served as a leader had I taken rest, renewal and restoration more seriously. I hope you’ll take some time today to consider how you’re doing in these areas, and if you’re operating at a deficit to make a plan to get away.

Here’s to leading better by taking time to get away–today (or very soon)!