Kamis, 09 Juli 2009

ON-PURPOSE LEADERSHIP

ON-Purpose Leadership

I. EXECUTIVE SUMMARY
1. Up From The situation Exempt Status Quo
- Vision is to see what is not here, have to visualizen something that has not materialized. George Barna said: "Vision for the customers is for a clear image of the desired future, which says by God to His chosen servant and one based on an accurate understanding of God, self and goings."
- When the vision came from God, we will also have a yearning for the vision. In fact, the language of desire into the vision. If we do not have the emotional fire and the fiery spirit, which is known as a desire (purpose), we will not have a vision of the truth. In every large church and I have developed (author) observed, the author finds a general fact, a desire to reach the souls of the lost for Christ. If you do not have any desire to share the Gospel with those who need it, you will not have a vision that matches the heart of God.
- "Important issues in the community is the lack of competent leadership with the desire that trigger the pursuer. The more quickly we can identify, regenerate, and increase the appetite for things that are important to God, He will be faster for all of us get a clear vision for the future. "
- The phrase "Life is lost, it is important for God" has been careful to burn all the people in the world from the heart Bill Hybels, who is a pastor who to church largest in North America. Many will regard Bill Hybels as one of the greatest speakers in the church at this time, but according to the author's contribution his largest is how he communicate with the full desire that the souls of those lost is important for God. He to strand, that if you do not keep it as the main focus on everything, the value will be lost.
- A church that lost their emphasis on values is the same as the company stopped selling. When Bill devote will desire that lost soul, I feel life is always left to do everything I can to do to reach those who do not go to church.
- Bill Hybels give 20% attention to each 5 G, a term that outlined for Willow: grace / grace (show souls that lost that important for them to experience God and salvation through Christ; growth / growth (helping people those for the forward in their faith); groups groups (see the Biblical community through a small group); gifts / gift of (find and use the gift of your spirit) and giving / gave (before God as a primary position in our management as a source power). Finally, he found that the ratio is a big mistake, because G is not only the first 20%, but 40% or more to guard fixed focus.
When you lead a church that is vibrant and healthy opportunities for both the church would soon become a large church. When the church is to keep the pulse strong to give the gospel, churches can bless and benefit the larger community and encircle the body of Christ (with 14 way).
2। Exempt from Arts For Life " fitter self adventurers".
- We each have the privilege to practice to good effect, for the glory of God: (1) You are the light of the world, (2) do not lose out against crime, and (3) to be alive with full of wisdom. There are 7 (seven) ways to get the effect: (1) a clear vision, (2) credibility, (3) confidence; (4) character; (5) courage, (6) commitment and (7) concern.
- Do you set aside more time: (1) develop your leadership, (2) develop the leaders in your church, and (3) develop the leaders who develop leaders.
- How Jesus trained a small group of the leaders of the future, with: (1) become a precedent, (2) guide; (3) supervise, (4) to provide power, and (5) double-fold.
- The three elements to build a dream team: (1) love your team members, (2) communicate the vision repeatedly until it becomes clear vision for all people that you to lead, and (3) trust your team to help shoulder the parts small portion of the burden you.
- When you develop others as team members, you will always continue to deliver something. But you always get far more in the process. More important, the dream that you can reach the church would be far greater than at which you can expect when treated alone.
- There are 21 types of leaders to build a relationship with a strong team of staff.
3. Exempt from Up Your Attitude-Attitude The Attack - "Leave your life to God and trust Him, and He will act" (Article. 37:5).
I (author) of the first principles of this (1974), and the principles that became the basis of my life.
(1) Accept what you can not change.
(2) Stop playing the game "one error"
(3) Make an extraordinary meeting about who you are.
(4) Stop your self-pity attitude.
(5) Use drugs on healing your emotional wounds.
(6) Choose to growing and a positive attitude.
(7) Restore the love of it, but greater.
(8) Leave behind the failure and keep forward.
(9) dreamed a new dream.
(10) Change wound (scar) you become a star (star)
- The Not Safe: If you do not grow with a feeling quite secure in the Lord and in His love, you will not be free to leave other people to become self you can not be satisfied with other people who are doing important service when you are the high - not safe.
- Vision I (author) for the service must be greater than on my personal desire to become our personal attention for each person.
- Murphy's Law: This axiom states that if something goes wrong, it is going to happen. To them, you can accept what you can not change and work creatively to find solutions.
- Income alleviate you: To promote the church and grow personally as a leader, a pastor needs to learn what must be half-answered - and what does not become full responsibility।
You must continue to strive to help develop a sense of ownership of the church is larger.
- Double-fold your ability: (1) double-fold ministry, (2)-fold doubling network of leadership, (3) build the leaders, and they will build the service, (4) double-fold dependence on God.
4. Free from prison Arts "People Error"
- People It is very difficult: there are 8 (eight) strategy in order to successfully deal with difficult people. Sherman Tank, (2) space cadet; (3) volcanoes, (4) friendly; (5) wet blanket; (6) garbage collector, (7) and user (8) the emotional disability.
- Dealing with the opposition the right way: (1) Prepared to be launched, (2) expect opposition from the outside; (3) do not want to give up the negative, (4) do not expect a beautiful exit; (5) so fresh heart is the same as damage caused by termites; (6) depend on the Lord's (7) re-submit the vision; (8) collect troops; (9) to stop decline and (10) let the dreams beautiful, and not sorrow, regret you control your life.
- Overcoming Discussion with the way the Positive: In my many roles (author) in leadership, time the most painful and difficult to get a lot of criticism-criticism.
II. Appreciation - The BOOK
1. The desire is the author helps readers to continue to grow to become a leader with maximum impact. The author would like to help readers achieve the breakthrough that is needed both yourself and the church to continue to serve you forward.
2. In this book Jesus is God's greatest leaders who ever lived, and this book every success or not that successful - always returned to God.
3. His service to the public for three years has been a corner stone human history. Even a magazine such as Time asserts: "It will require many calculations exotic (?) To deny, that the one figure most powerful figure that - and not just in a century but in human history - is Jesus of Nazareth." Why? Because the front page article about that, "One serious arguments can be made, that no life is someone who has been in power and still survive as living Jesus" (Price 1999). The influence of Jesus is very unusual to use with any standard: the integrity of his character, what made him, the results remain the eternal, and how he believed his leadership through other people.
* You can not see life without the experience of the Lord Jesus, that He is all things to do is with one of the goals he does not do anything without a purpose. In fact, his departure also has a purpose.
* Note the example of Jesus destination:
• Jesus knew that His life on earth is part of a more noble purpose. "For the Son of man also came not to serve, but to serve and to give His life a ransom for many (Mark. 10:45)
• Service vagabondage Jesus has a very big influence on other people: "I come, that they may have life, and all have in abundance" (John। 10:10). "I am the bread of life; whoever comes to me, he will not be hungry again" (6:35).
• Jesus does not allow himself diverted from that purpose: "But He said to them:" Also in other cities I must proclaim the Gospel of the Kingdom of God for that because I sent "(Luk. 4:43).
• Jesus of day-to-day driven by the goal: "When the time is almost even Jesus lifted to heaven, he directs his eyes to go to Jerusalem" (9:51).
• Jesus also knew that since the beginning, his life will be directed to the cross: "Since that time Jesus began to declare to the disciples that he must he go to Jerusalem and bear the suffering of many of the elders, the priests of the head and law experts, and is killed and resurrected on the third day "(Mat. 16:21).
• The statement of Jesus, "I am" shows that purpose, with whom he associated himself: "I am the way and the truth and the life. No one comes to the Father except through Me "(John 14:6). "I am the subject of wine and you are the branches. Whoever lives in me and I in him, he bear much fruit, because outside of you I can not do anything "(15:5).
• Jesus does not only teach the students his, but also shows them how to lead. He told them, "I have to give an example to you, that you also do the same as that has been done to you" (John 13:15).
4. Destination Jesus men and women need to be trained as leaders. Book-length classic Robert Coleman The Master Plan of Evengelism emphasize that Jesus spent three-quarters of his practice with his twelfth students. "Caution (Jesus) is not against the programs to reach many people, but with people who will be followed by many people. Those who will be the method of his win the world for God "(21)
5. During the training, the disciples of Jesus to change into the apostles, and the entrant be a leader. Example of Jesus is very successful in that they follow him. Their motto, when they stick to give Jesus to win the people, are some of the most dangerous words recorded in the New Testament: "Be pengikutku, as I am also a partaker of Christ" (1 Cor. 1:11) (?)
6. If you want to bring the best in others, as Jesus did, you have to lead with your awareness of the destination, just as Jesus did. you need to know what your mission, what core values you, where you are, and where God calls you.
7. You must learn to be more of yourself. Ninety percent of clergy had not act beyond their ability, they do not know how to give "the creator of the mantle" to the people, which in turn, will provide the mandel to others. If not, the influence of service you will not grow beyond a selpun.
8। How can you be more out of reach you? You may be running in your own way. You may be cork plug botolnya. Message of this book is that the problem may be started from you, not from your state. At the same time, this book will show you a new perception will enable you to grow in the way of thinking and how to use your time. Perception will enable you to lead other people with one goal and address the points you need a breakthrough to reach new levels.
9. Not enough with just referred to as a leader, you also must have a purpose. The world is filled with churches that have been brought to one level but can not go much further because the leadership does not know how to go forward or may not be willing to do so.
10. The key to doing a tremendous service through other people begin to learn from the instructors of the influence of affect. This book will help you as a church leader who freed themselves from your presence at this time with the intent to move to the next level. Many people learn how to work through the leaders of others. However, a strategic step that occurs when you learn how to help the leaders of the normal develop additional leaders. This three-level perception - the students who created the students - one representing the whole range of skills. But this example comes from God we own, both in his teaching and in the examples that diteladani him. They also have a diteladankan and taught the apostles (Timothy 2:2).
11. How do you switch from the leadership style of the present approach to a more strategic and useful? This book will show you how to become a visionari the current wave of the future while also being a realist about where your presence at this time.
12. One of the gifts both for this generation is the theme of my book, Rick Warren, entitled The Purpose-driven Church. The book makes a lot of the church to think through what they are doing as a church. I want to help the leaders bring the same question of their service and leadership, and learn how to operate with the most effective way. Reminded that as a business leader, Peter Drucker in The Effective Executive, there is a large difference between someone who do things right and with other people who do things right. I want to help you do things right.
13. In the year 1972, the wife of the author (Margi) author and pioneer New Hope Community Church in a car race in Portland, Oregon. During the years of that, God put them to develop the service needs to notify the thousands of people who have to go to church. In 1995, when the author received a call to a close in the Beeson Institute, New Hope Community has 6400 members.
14. You will hear many times in this book about various experiences and from New Hope's penggembalaan as previously illustrated the principles of leadership that I recommend. Authors offer thanks to God for all his work in his life. The people believe that finding new life in Christ is tropi of His grace! The author seeks to serve as a useful tool in the hands of his.
15। When Jesus gives us a precedent in the On-Purpose Leadership, and what exactly the goal you become? What is the process of development to get to you there and invite other people along with you? The author invites you to reach new levels as a leader while you read the page for the pages of this book.
16. Add this book to be strong, because the author wrote this book from an experience that is quite long, ie for 3 herd decades has 4 (four) of the church two (2) a new church and two (2) The new church new dirintis. Regard to leadership, he not only read books but try to test-leadership in the church that he pimpin.
17. Author to receive international experience for the development of one of the largest churches of the United States, New Hope Community Church of Portland, Oregon and the Church to receive the award. This year's Guide Post Magazine.
18. When the church is growing and growing innovatif this member to be 6400, he developed hundreds of lay leaders who mendisiplinkan thousands of people who have repented.
19. The clergy from all over the world come to the Church Growth Institute of New Hope to learn how to create and maintain services group cells.
20. When the author (1995) received a call to ministry, New Hope has 500 clergy from the laity who serve 5,000 more members of the church groups. He also served as dean of the Beeson International Center for Biblical Preaching and Church Leadership, and the Beeson Institute for Advanced Church Leadership, both at the Asbury Theological Seminary, Wilmore, Kentucky where he trains to become a pastor of the leaders of the leaders.
21. The author is a popular speaker at seminars, conferences and retret-retret. The author is the author of 17 books, with over half a million print copies. Included in Building Team Ministry, Relevant Making and Leading with Vision.
22. Warren Bird help author (Gallowey Dale) in the Beeson Institute for Advanced Church Leadership. He is also a staff with a church that is being innovatif and grow in Princeton, New Yersey. He is co-author or editor of 10 books and more than 100 magazine articles with topics on church trends, health, church and small groups.

III. Blend PRINSIP-PRINSIP/IDE-IDE integrated / DI application.
1. First ideas are very appropriate for most people, where they tied the sifat-sifat/karakter old kecenderungannya negative, this book is that they encourage the relationship with it, cut loose with a variety of mental and physical obstacles.
2. Leadership exempt itself from the long, can be used in leadership mandeg, among others: general or leadership in the church or non-profit leadership.
3. With a high spirit, with the goal of leadership in the organization kemandegan can be diluted and eventually the growth (growth).
4. With the goal of leadership, need to be translated through training, mentoring, seminars and so forth, so that the leaders or potential leaders will realize the role in development, especially development or church planting and development of marginalized communities.
5। For the orthodox churches which are in stagnant conditions (no growth) with the purpose of this seems very appropriate to apply.
IV. Discussion
This book does not have that can be criticized because it is complete or almost perfect. Leaders with the purpose of development is described in depth, associated with the leadership of the Lord Jesus. However, in the leadership of the church / holistic services may not be discussed or included therein.

Managing Your Time

Managing Your Time

I. A PERSPECTIVE ON WORK, TIME AND LEISURE
In contrast to the others, Sevareid cited as the most dangerous threat to American society the rise of leisure and the fact that those who have the most leisure are the least equipped to make use of it.
1. Why Work ?
Dr. Tournier finds that most people in our day do not love their work. The resulting serious dissatisfaction with life can lead to many ordinary illnesses. Extraneous pleasures, through numerous, are rarely sufficient to make up for real love of one’s work. “To help a worker discover a fresh attraction in his daily work,” says the author, “is to help him live a fuller and very often a healthier life.” But the problem of one’s attitude toward work may yield to a more direct approach. Bruce Larson faces the issue squarely : “If you are miserable or bored in your work or dread going to it then God is speaking to you. He either wants you to change the job you are in-or-more likely. He wants to change you.
The consequences of this conclusion, Sayers readily admits, are some what revolutionary : (1) Effort expended must find its true reward not in pay but merely in sufficient return to enable the worker to carry on the work properly, for a person’s work is the measure of his or her life; (2) Everyone should do the work for which he or she is fitted by nature. Economic pressure leads an unwitting society to ridicule the employee who foregoes a high-paying job for work for which he or she feels better suited; (3) We should no longer think of work as something we hasten to finish in order to enjoy our leisure; leisure rather becomes the period of changed rhythm that refreshes us for the delightful purpose of getting on with our work; (4) We should fight tooth and nail not for mere employment, but for the quality of the work we have to do. We should clamor to be engaged in work that is worth doing and in which we can take pride.
So we return to the question “Why work?” The Christian executive who works and supervises others must have an answer. The answer to this question should be his philosophy of work.
2. What is Time ?
Whatever the reason, this world-renowned political and social scientist notes that time, like space, is a dimension rather than a force. He discerningly observes that time as measured by the clock or calendar is not adequate to many of man’s needs. People may be victimized by clock time, but the real difference, according to the author, is between time measured and time lived.
Some Misconceptions
“Time is money and must be spent wisely,” we have been told all our lives. But have we any choice not to spend it ? Of course we do not. The hands of the clock move onward inexorably. We have no control over their speed of flight. We may “stop the clock” on a basketball court or on a football field-but never in the game of life. After all, time isn’t money or even a commodity; it’s not going anywhere can’t be speeded up or slowed down; it can’t be bought or bartered; it’s not a ravaging force of evil or an inscrutable judge or an omniscient healer. It is, as Webster put it simply, “ the period during which action or process continues”. Like sands in the hourglass, so are the days of our lives.
Responsible Stewardship
Little is said concerning stewardship of time. Perhaps even less is understood. What do we mean by being “stewards of our time” ? Is it really our time we’re talking about, or is it God’s time ? Surely this must include time to do the things we ought. Thus the quest for a solution to the problem of better management of time becomes a simple query.
Is Time the Problem
So the problem is, has been, and will be, not time but ourselves. And, fortunately, we can do something about this.

3. What is Leisure ?
“Leisure time ?” you ask. Oh, yes, leisure time. Perhaps we’d better back up a bit. Can the harried executive we’ve just described possibly have a meaningful “philosophy of work”? If such executives had no philosophy of leisure ? If work, as Dorothy Sayers proposes, is not the thing one does to live, but is rather the thing one lives to do, we find here our springboard to an understanding of leisure.
What then of leisure ? If work is God-ordained if it is what we live to do then leisure acquires a purposefulness of its own. It becomes a time of self-renewal, of recreation of our energies and talents and capabilities for the joyful pursuit of what we are called to do be it Christian or secular. Leisure for God’s purposes seems much more meaningful than leisure for the sake of leisure. It aids us in our concept of managing our time. Harried managers may now see more reason to break the stranglehold of their habits when a vacation with the family, postponed for five years, can be viewed as God’s plan not only for the family’s sake but also for the manager. With this returning thought of keeping our lives. Christ centered, time enough to do all things seems certain, and the question of leisure time yields itself to the commitment of being true stewards of all His time.

II. A PERSPECTIVE ON MANAGING YOURSELF
Its third edition, “Three Steps to More Skillful management” consists of three groups of articles, the first of which is titled “Managing Yourself.” The other two fall under the titles “Managing Your People” and “Managing Your Business.”
In the lead article, Peter Drucker, one of our nation’s foremost corporation consultants, discusses five ways to become a more effective executive: (1) Focus effort on fewer jobs; (2) Eliminate the obsolete; (3) Learn how you spend your time; (4) Avoid unproductive decisions; and (5) Test ideas.
DR. Walter Judd summarizes this predicament and its solution : “Man is so smart today; he controls almost all of nature-except his own nature; For that he needs a Saviour. That Saviour is available.

4. Socrates says “Know Thyself” do you ?
Rate Your Skills
This “Skills Rating Chart,” as it is called, divides twenty-one executive skills into there basic categories; human relation skills (working with subordinates and maintaining good relations with your superior); procedural or administrative skills (control of paperwork and using work time effectively); and personal skills (memory and concentration). To hope to score uniformly high on all executive skills is unrealistic. In a later chapter on “delegation” we will see that one of the greatest benefits of effective delegation is the optimum utilization of special talents on the management team. Thus, should you chance to rate low in an area where a subordinate is strong, it probably would be the wiser course to delegate. Your subordinate thus can perform in the area of strength, leaving you free also to move in areas of strength.
Skills Rating Chart
1. Using the expert-getting information, opinions, ideas from well-informed people inside or outside your company.
2. Building reputation-making yourself known; developing a favorable name for yourself in the company.
3. Activating-getting your people to understand and follow your instructions.
Management Self-analysis : From the field of economics : Present discounted capital ?; From the field of finance; From the field of marketing; From the field of organization; From the field of personnel; From the field of operations research; From the field of integrated data-processing; From the field of statistics; From the field of industrial engineering.

5. Where Are You Heading ?
Manuals of position descriptions have recommended position guides consisting of three elements : (1) position description; (2) position qualifications; and (3) organization chart. We are here concerned with the first of these items, the position description.
Relationships
(1) Board of Directors; (2) Field Staff; (3) Administrative Staff; (4) Donors and Friends; (5) Others
The Acceptance of Change
Gaining acceptance of change in organizational policies has become a common subject for executive seminars and management publications. New insights from the behavioral sciences have reinforced what may have been long suspected by some : whatever gets done is done through people; to do things better means to change; people resist change. Hence the emphasis on winning acceptance of change.
Plan Your Work
While the time an executive should spend planning ahead may vary depending on a number of factors, the consensus of consultant opinion is that almost no executives spend enough time on this critical area.
Long-Range Planning
While some industries plan up to twenty years ahead, consensus holds that planning for five years ahead is practical for most endeavors.
Intermediate-Range Planning
While planning from one to five years ahead may conveniently be termed long-range, that from one month to one year may be termed intermediate-range planning.
Short-Range Planning
We must also consider those requirements which, in order to achieve the intermediate goals, must be accomplished in one day to one month. Whatever must be accomplished within this short span of time in order to achieve the intermediate objectives becomes the short-range plans or objectives.
When to Plan
The most successful planners in Christian service seem to find that a few moments of prayerful, relative quiet at the end of a given period (a day or a week) provide the best opportunity for planning the next period.

6. How Are You Doing ?
Are You on Course ?
The higher an executive rises, the greater becomes the problem of having adequate time, and the more urgent it is to confine activities to the really important and the genuinely urgent. As Dwight D. Eisenhower arranged his affairs so that only the truly important and urgent matters came across his desk, he discovered that the two seldom went together. He found that the really important matters were seldom urgent and that the most urgent matters were seldom important. While we are told not to put off until tomorrow what can be done today, the conclusion that the urgent matters clamoring for immediate attention are seldom the most important introducer an element of caution will worth considering. DR. Trickett suggests heading the four :”Activity Analysis Sheets” as follows : (1) “Intrinsic Importance”; (2) “Urgency”; (3) “Delegation”; and (4) “Visitations and Conferences.”
Pick Your Best Strategy
Webster defines “strategy” as the sciences and art of employing resources to achieve objectives. Finally, as a fourth possible concept for your strategy, of all the possible courses of action or combinations there of, which one best suits the objectives you seek best utilizes your available and anticipated resources best capitalizes your present and potential opportunities gives maximum results for effort and materials expended ?
Work Your Plan
Thus the matter of “working your plan” may be more easily said than done. Implementation presents a barrier for many managers. Some prefer not to move until the plan is complete in all detail. In areas of advance planning this is not always possible. For others the fear of failure hangs over implementation of any plan. Called by many authors the “greatest enemy of management,” this fear must be faced.

7. What is Your Progress ?
Are You Improving ?
Continuing education for management personnel must be made a part of the job. It must be a mainstream activity, not merely something for nights and weekends. One Christian executive was asked how he had benefited from the management seminar he had attended. After a moment’s reflection he said that the results, only six months after the conference, could be seen throughout his organization, particularly in his key people. Two principles emphasized in the seminar had proved applicable to a number of situations in the work, both in the United States and abroad.
Auren Uris suggests the following checklist for the executive who wants to keep abreast of change in the management profession :
1. In your industry have you increased your contacts by – (a) Reading the journals; (b) Increasing your participation; (c) Attending conferences and lectures.
2. Inside your organization have you shown signs of personal growth by – (a) Talking shop regularly; (b) Making changes in your way; (c) Taking on new assignments.
3. In your quest for job knowledge have you- (a) Visited other companies; (b) Kept up with the stream of ideas; (c) Investigated what’s available; (d) Made suggestions, either.
4. In pursuit of your professional interest have you – (a) Experimented in the application; (b) Experimented in the development; (c) Tried as much as possible to substitute; (d) Kept in touch with the kind of thinking.

III. A BIBLICAL PERSPECTIVE ON MANAGEMENT AND AUTHORITY
The Person In Management – A Biblical View
The Bible gives us a clear view of man : “All we like sheep have gone astray; we have turned every one to his own way” (Isaiah 53:6). Thus, as sheep must be directed to move the entire flock along a single path, so groups of people need direction so that their efforts and energies will be directed toward a common goal.

8. What Do You Mean “Management” ?
What Really Is “Management” ?
This latter view suggests five basic categories from which combinations may be drawn : (1) laissez-faire; (2) democratic-participative; (3) manipulative-inspirational; (4) benevolent-automatic; (5) autocratic-bureaucratic.
Ten Basic Principles
With his permission they are reproduced below.
(1) Identify the people; (2) Make a profit; (3) Approach every task; (4) Establish definite, long-and short-range objectives; (5) Secure full attainment of objectives; (6) Keep individual members of the team; (7) Concentrate on individual improvement; (8) Provide opportunity for assistance and guidance; (9) Maintain adequate and timely incentives and rewards; (10) Supply work satisfactions.
In noting that eight of these ten commandments directly affect human beings, the author concludes that management is unquestionably a matter of individual conduct as a basis for inspiring the finest of thinking and practice on the part of other people.
Functions and Activities of Management
Planning – Predetermining a course of action; Forecasting; Establishing Objectives; Programming; Scheduling; Budgeting; Establishing Procedures; Developing Policies.
Organizing – Arranging and relating work so that it can be performed most effectively by people; Developing organizing structure; Delegating; Establishing relationships
Leading – Causing people to take effective action; Decision making; Communicating; Motivating; Selecting People; Developing people.
Controlling – Assessing and regulating work in progress and completed; Establishing performance standards; Performance measuring; Performance evaluating; Performance correcting.

9. When You Fail to Plan
You Are Planning to Fail
“Planning,” according to Allen, is “predetermining a course of action.” For the great majority, as work expands and becomes more complex, planning becomes imperative if we are to visualize what we want to accomplish and how best to achieve it. Instead of leaving the future to chance planning is essential in order to make happen what we want to happen. Proper planning simplifies the task of the manager. It makes integrated and co-ordinated effort possible. It increases the effective utilization of available resources, including time. It enhances the opportunity for effective communication within an organization and permits utilization of those closest to the point of action. The importance of planning is underscored by the incorporation of this function into the formal organizational structure of virtually all major industries today.


10. So Let’s Get Organized
Louis Allen defines “management organizing” as “the work a manager performs to arrange and relate the work to be done so that it may be performed most effectively by people.” Within these definitions the utility of the organization chart, as well as its limitations, becomes clear.
Delegation
The “entrusting of responsibility and authority to others and the creating of accountability for results” as Allen defines “delegation” may be the most important single skill of the executive. In an attempt to dispel some of the confusion which arises over the use of the term, he performs a useful service by defining several key words : responsibility, authority, accountability.
Establishing Relationships
If organizational relationships are simply the “rules established to ensure effective teamwork among people working together,” it should be evident to every Christian executive that ultimate success and quality of the performance of a task may be affected to a critical degree by how the employee comprehends and effectively implements such rules.

11. If You’re a Leader … Lead
For our purposes the “leading” with which we are concerned is that function of management defined by Louis Allen as “the work a manager performs to cause people to take effective action.” He breaks this function into five component activities decision-making, communicating, motivating , selecting and developing.
Decision-Making
In their systematic approach to decision-making, Charles Kepner and Benjamin Tregoe enunciate seven basic concepts involving a number of procedures : (1) Setting objectives; (2) Classifying objectives; (3) Developing alternatives; (4) Evaluating alternatives; (5) Choosing the best alternative; (6) Assessing adverse consequences; (7) Controlling effects of final decision. While the list of helpful hints for making decisions could be long, and involved.


Communication
It highlights one of the most interesting aspects of a vital management skill. Allen summarizes it with his opening remark on the subject : “A great deal of information is conveyed about communication without much real understanding taking place as to what is meant. By defining management-communication as “the work a manager performs to create understanding”
Motivation
This is surely basic to understanding how to motivate, how to inspire, how to infuse a spirit of willingness to perform effectively. This participation requires systematic provision for consultation with subordinates in those matters directly related to their jobs. The psychological result of asking subordinates for suggestions, recommendations and advice is the development of a “mutuality of interest” with a powerful motivational impact.
Selecting People
The importance of skill in selection of people has doubtless been overlooked in Christian organizations as it has in industry. The most capable is the one who is at the right place at the right time and who is judged by those who admire his strengths and are not affected by, nor ignorant of, his weaknesses. As many of the ‘mistakes’ made in executive selection result from errors in the attributes being sought as from errors in evaluation.”
Executive Qualification Checklist
(A) Effectiveness with people; (B) Decision-making ability; (C) General executive ability; (D) Personal characteristics; (E) Stamina and good health.
Developing People
Personnel development has been described as “helping people improve their knowledge, attitudes and skills.” Managers somehow overlook the vital role this function plays in effective leadership. If, as Allen cautions, the human material with which the manager works is at once the weakest and the strongest of the resources available to him, it is small wonder that the most successful executives place personnel development among their highest priorities.


12. Who’s in Control ?
Management Controlling
Louis Allen defines “management-controlling” as “the work a manager performs to assess and regulate work in progress and completed” Concepts and terms involved in the subject of control include : Performance standards; Performance-measurements; Performance-evaluations; Performance-correction; Assessment : appraisal; Regulation : adjustment; return to a predetermined course; Performance: the act of doing work; Results : the outcome of performance; Methods : the way work is done.
Establishing Performance Standards
One of the great values of performance standards is the objective basis they provide for appraisal. Other benefits to be obtained from their use include the encouraging of initiative; the encouraging of self-appraisal and self-development; and the providing of a basis for effective reporting.
Performance-Measuring
Proper information must tell us the essential facts and in an understandable way. Furthermore, if communication is more a matter of securing understanding than transmitting facts, then the meaning of the facts being recorded and reported becomes important.
Performance-Evaluating
Allen’s definition of “performance-evaluating” helps at once by placing the emphasis upon the work rather than the individual. Most important of all, the system aids in the identification of problem areas before they reach the critical and oftentimes uncontrollable stages.
Performance-Correcting
When taking corrective action, every variance should prompt a check to ensure that the cause of the exception is not an inadequacy of our underlying management. In this way, we can use our controls to ensure that we are accomplishing the results we want, within the limits we have set for ourselves. This is the final test of professional management.


13. Time Robbers
Inefficiency may rank first among all time robbers. A job done poorly, whether in haste or carelessness, that must be done over, is a monstrous thief of time.
Inefficiency seems at times to gain a foothold in Christian organizations more easily than in secular organizations.
The following, not arranged in any particular order, were included in their list : Misplaced items : Lack of preparation (conferences, etc); Visitors (drop-ins) : Correspondence delays (shuffling papers); Unanticipated interruptions : Reading material not relevant to job; Commuting : Unnecessary correspondence (outgoing); Long letters : Telephone interruptions; Waiting for people : Poor organization; Failure to delegate : Coffee breaks; Mediocre personnel (instruction required) : Procrastination; Routine detail.

14. Make The Time You Need
Tremendous savings in time have already been cited as benefits of the identification and handling of time robbers.

15. Are Your “Problems” Really “Opportunities” ?
It lies in the suggestion that many of our apparent problems, including the most enervating, could be opportunities in disquise. In deliberate delay we may find an answer to the “tyranny of the urgent.”
Failure Your Greatest Fear or Best Teacher ?
Of all the problems facing the executive, fear of failure almost always places at or near the top. The higher one rises on the leader of responsibility, the greater seems to be the premium placed upon success, and, conversely, the greater the risk of failure.
Tension Cause For Despair Or Requisite For Progress ?
Tension not harnessed can easily degenerate into conflict which is much less easily managed, and can turn from a potentially constructive force to one of destruction.


Differences Prelude To Conflict Or Dynamic Growth ?
Conflict generally appears to result from differences, which had they been identified and dealt with opportunely, would have been much more easily resolved. At the conflict level, required solutions tend to be more drastic, such as termination of the offending person at worst and severe loss of face at best. While the merits of the case and the individual circumstances must determine the approach, speed and directness of approach are almost universally recommended.
Differences of opinion may indeed be a prelude to conflict or, with discerning management, become a primary ingredient in the growth of a vital, dynamic organization.
Loneliness to be Pitied or Sought After ?
As every top manager knows, the chief executive of an organization holds “the loneliest job in the world.” If the rise to the top has been through the ranks of this same organization, the gradual erosion of fraternal ties may have been painfully evident and may leave the executive even more sensitive to the isolation at the top. The price of leadership is high. Among its most exacting tolls is the position described by authors in the field as that of the “isolate”. If the chief executive should be spending from one-third to one-half of the time planning ahead, how better can this be done than by taking advantage of the relative isolation at the top.
Louis Evans, Jr., has described the tremendous value of a day of solitude, away from phones, associates and family, in helping him to prepare his weekly sermon.
Problems End of Leadership or the Beginning ?
When problems pile up around leaders and solutions seem unavailable, it is logical that they begin to question their leadership. These questions, as described by an associate who heads an international Christian organization, should elicit critical information concerning objectives, opportunities, resources, and, finally, the strategy for applying maximum resources to the greatest opportunities for the ultimate achievement of objectives.

16. Call to Excellence
Another way of looking at this is that problems may be opportunities, depending upon our perspective. First of all, if it weren’t for a few problems, why would managers like you be needed ? So problems do provide an opportunity for management, don’t they ? Failure is both the manager’s greatest fear and best teacher. Where are you going to place your emphasis ? Tension has been viewed as an ulcer-builder and as a tonic for progress. Will you turn it into a constructive asset ?
In Part One a perspective on work and time was proposed that called for an answer to the question why we work; we viewed use of time as a matter of responsible stewardship which led to the conclusion that the problem isn’t time, but ourselves. In Part Two we talked about managing ourselves-since management of time ultimately got down to that. We took inventory of our personal resources (God-given talents); our opportunities implicit in our jobs; and our time (to determine what we were actually accomplishing in terms of results with our time). In Part Three we reviewed the management of others. After a look at the biblical basis of authority we reviewed philosophies, definitions and principles of management . We then saw what managers do when they are managing : planning, organizing, leading and controlling. Since management of time is basically a question of how we do what we do, all of the time-we see that wasted effort is wasted time. So what we do and how we do it are ultimate questions which determine the responsibility of your steward

Jumat, 26 Juni 2009

Leadership Developmant

Leadership Developmant

1. Leadership Is That?
The concept of leadership, ideas and leadership situation is the topic of leadership that involves a lot of thoughts, writings, teaching and learning. Leaders should be sincere and be searched, the topic of leadership is not easy to explain. According to a specialist; "Leaders do not mengubahkan suffering, the suffering they endure."
Leadership - absolute requirement for growth, stability and progress. Therefore, educational leadership has been started from the womb. Leadership is a relationship and a dynamic working relationship, built continuously, involving the exchange between leaders and leadership cohort in which a resource is embedded in the situation, provide direction for achieving the goals, while Christian leadership - a dynamic process where someone with a specific capacity Lord of the influence a group of God's people to the task set by God (J. Robert Clinton) There is no leadership without the Christian Spirit (J. Senders), without spritualitas (Warren Wiersbe); in the context of Christian (Tomatala Y.); factor against responsibility (JR Clinton); is the key (Terry Minter); mixing natural talent and spritual (J. Stott); reach for the highest (LB Jones); leadership of Jesus Christ - greatest (Dale Galloway and Warren Bird).

2. Leadership Vs Management
Specialists say the difference between leadership and management. Managers are people who do things properly, and leaders are people who do things properly. Leader is not a position, managers are in a position that can be appointed. Management about the size and results, leadership - how to there. According to Shell, each person has the ability to become a leader. Managers can become leaders. Leadership - truly the heart and soul business management (Harold S. Geneen). Management of a leadership, can not be separated. `Now it can be understood that the leaders and management have the same role.
Peter F. Drucker, the manager of the century this institution we have become leaders in the developed countries and developing countries.

3. Vision
There are no leaders without a vision of pure, but the leadership is vision. Vision of God - can not be replaced. Key functions of a leader - to set a vision. Create a vision to be leaders of the organization. Without vision - can not stand: No vision - through the forest in darkness without the tool (George Barna). What vision? In "Turning Vision Into Action" vision - a clear mental picture and drop to the future (George Barna).
Vision has a description, such as cathedral / church and in thought, at the time began to mix the concrete (John Van Maurik) Vision - a clear and challenging about the future of services (Aubrey Malphurs): Leadership begins with a clear vision - a picture of the future the passion (passion) (Ken Blanchard, Bill Hybels and Phil Kodges). Vision - the core of leadership (Bill Hybels) Bill Clinton said: "Where there is no vision, the people perish" (Proverbs 11:14) Vision - not a dream (James M. Kouzes and Berry Z. Posner). Reasons: 1) "view", 2) a future orientation, 3) contains a standard feature, and 4) has a quality and unique. Vision - the future of the ideal and unique.
Eye first - see the physical universe; both eyes - see the abstract idea of ideas in the form of knowledge, third eye, "see" more in the spiritual nature, also called "faith" - the heart, eyes, or inner eye world. Eye of the spirit (faith) - eye of the mind (knowledge) - the eye of flesh (work, behavior, and habits).
The Power of vision "of vision" (George Barna) vision statement (Aubrey Malphurs): 1) Clearly, 2) challenge; 3) a description; 4) the future; 5) trust; 6) believe.
Vision must be shared (Robert Hagrove, Peter M. Senge, Ken Blanchard)


4. Characteristics of Leadership
One of the characteristics of leadership is integrity. Integrity of the crisis - a crisis of leadership integrity is not important in certain situations (Joseph L. Badaracco), other characters from the leadership is the desire to develop other leaders and submit to the leadership position of the successor (F. Silalahi); other characters: optimism - an attitude.
Other character in leadership, in every person has a conscience - in the part of his life. Conscience - the awareness of the good, the build in with daily life. One does not take advantage of conscience - not so worthy leader. Leaders - in excess of others, are in the front of the "Take the lead and more people to follow them" (Leighton Ford). A leader - able to lead himself. Conscience vote is not of God, God's creation reminds us of the goodness function. Characteristics of Christian leadership - servant of conscience (servant of the heart) (Henry JM Nouwen), 6 servant leader characteristics: 1) attention to the led; 2) the growth / development; 3) awareness; 4) accountability; 5) want to hear; 6) control the ego. Bible - Christian leadership anchors.

5. Leadership Style
Some of the styles of leadership - democratic leadership, leadership otokratik and leadership peternalistik. There are many styles of leadership; all have strengths and weaknesses.
John Van Muarick in his book "Discovering the Leader in You" - situasional defines leadership as the right choice about the type of behavior for a given situation. Choice behavior depends on the true leaders on three factors; 1) Leadership, 2) cohort, and 3) situation.
There are four styles of leadership situasional, 1) tell (telling); 2) Selling (selling); 3) Participation (participating) and 4) Mendelegasikan (delegating).

6. Leadership Role
Role of national leaders, are set for the relief of a sinking nation. Moral leaders - everyone craving. He will see, motivate, teach, maintain, and alter the character of the nation. Christian leaders - "the spiritual life of the church" (Joseph GD'Souza; Laurence O. Richards and Clyde Hoeldtke); Leaders must be able - with the clear call of God they should do (Aubrey Malphurs).

7. Leadership Challenges
Secular leaders did not realize the role, as leaders, they will not serve, but dilayani.1) key challenge, is the Leadership penghambaan (servant leadership) - call the high and specific (Lawrence O. Richards and Clyde Hoeldtke). The root of the strength of the servant leader - to-nyataan the Word of God expressed through the life and teaching. Penghambaan attitude will help someone to be humble (Henry J. Nouwen).
2) another challenge - to get the trust of the cohort, 3) another challenge - of peace. Need of peaceful development. 4) another challenge - and the desire to know God's heart for life. 5) Finally, the most challenging - to develop a character of divine (godly character).

8. Quality Leadership
Quality standards or qualifications to be "reaching agreement on what is meant by quality is not simple." Experts to distinguish the quality of profit orientation and non-profit. Christian leaders - concentrate on the quality of services.
J. Oswald Sanders, 17 essential quality: 1) Diciplin; 2) Vision; 3) Wisdom 4) Decision 5) Courage; 6) Humility; 7) Integrity; 8) Sincerity; 9) Humor; 10) Anger; 11) Patience ; 12) Frienship; 13) Tact and Diplomacy; 14) Inspirational Power; 15) Executive Ability; 16) The Therapy of Listening; 17) The Art of Letter Writing.
John C. Maxwell "Developing leadership in yourself", there are ten quality: 1) influence, 2) Priority, 3) integrity, 4) Creating a positive change, 5) Troubleshooting 6) Attitude, 7) Human, 8) insight, 9) personal discipline, 10) Staff Development.
Frank Damazio, "The future of leadership have 5 quality: 1) Functions and responsibilities of the penatua; 2) Vision; 3) Services that need to diwaspadai; 4) Style of leadership and service profile, and 5) motivation and penggenapan.
Bill Hybels in his book "Courageous Leadership" with the quality: 1) Risk; 2) Vision; 3) Action 4) dream team; 5) human resources; 6) staff development; 7) leadership style; 8) to Indra-six; 9 ) Control of self; 10) Prayer; 11) Experience; 12) Develop a spirit.
Stephen R. Covey "The Seven habits of Highly Effective People", 1) Proactise (Personal Vision); 2) Begin with the End in Mind (Personal Leadership); 3) Put First Things First (Personal Management); 4) Think win / win ( Inter Personal Leadership); 5) seek First to Understand, then to be understood (Empathic Communication); 6) Synergize (Creative Cooperation); 7) Sharpen the Saw (Self-Renewal)

9. Cross - Cultural Leadership (Leadership Cross-Culture)
Works of Geert Hofstede (1993.1980) to obtain a good step for the identification and classification of cultural differences. He cut through the five dimensions of value that can be used to calculate the differences in leadership (such as character and behavior) that may be across different cultures. Value as a step:
1) Individualism - Collectivism
- Individualism - Canada, Great Britain, USA
- Collectivism - Hong Kong, Greece, Japan, and Maxico
2) Power Distance
- High power distance - France, Jepan, Spain, Mexico)
- Low power distance - Germany, Israel, Ireland, USA and
3) Uncertainty Avoidance
- Low uncertainty Avoidance - Australia, Canada, USA
- High uncertainty Avoidance - Argentina, Israel, Japan, and Italy
4) Masculinity-Femininity
- Masculinity - Italy, Japan
- Femininity - Denmark, Sweden
5) Time Orientation
- Long-term orientation - Pacific Rim countries
- Short-term orientation - Canada and the USA
In a world of increasingly small (of IT), globalization of trade, global warming, global deforestation, global environ mental damage, etc. require Emigration global cross-cultural leadership. Without the other cultures, nations will be left behind. For example: Indonesia needs to learn the Asian culture, especially China and Japan. English, Chinese need to be. Isn'T outside of Indonesia, in Indonesia alone, cross-cultural leadership (local) need to be developed already, especially in the service and penginjilan.

10. Holistic leadership
For local, regional and global, holistic leadership is didambakan. World increasingly difficult because of the global crisis. Have caused a crisis of leadership in self dikotomi leaders. There are two masters in leadership. Both the master pull interesting in themselves leaders. A leader must have a master, not to serve two masters. Leaders who will face such difficulties. Therefore, leaders must develop a holistic spiritual leadership (spiritual leadership - according to their beliefs) and compitent leadership (competency-based leadership). If this is adopted by world leaders, including local and regional, then the earth problems such as environmental degradation, war, drugs, disease, poverty etc. can diminimalisir.