Tag: Goals

Mentoring…part 4

The mentoring relationship is a mutual relationship designed to establish and achieve specific well-defined goals.

These goals are connected to developing the ability to know, think, and perform.

The ultimate purpose and design of mentoring is to create a relationship that nurtures learning.

A number of elements essential for a learning-centered mentoring program include: reciprocity, learning, relationship, partnership, collaboration, mutually defined goals, and development.

The design is to promote stronger relationships that motivate, inspire, and contribute to development and growth.

This relationship is collaborative and channeled to achieve a support system of success. The mutuality in mentoring increases the viability of the desired purpose in the relationship.

Farewells

At times, leaders are asked to leave and sometimes they choose to leave. How a leader walks away determines the nature of how they are remembered.

Shattered farewells leave everyone hurting.

Divisive farewells leave followers turned against one another.

Venomous farewells leave a feeling of animosity, anger, distrust, and a lack of direction.

Gracious farewells leave followers united with a greater dedication to achieve the established vision, goals, and will of God that strengthen the overall good of everyone.

At some point, we say goodbye and when the time comes we must decide the level of integrity and Christlike character we will demonstrate.

Hold the Helm

Consider a statement made by Publilius Syrus, “Anyone can hold the helm when the sea is calm.” Perhaps we could say, “It is not difficult to have faith when life is going well.”

The challenge to faith (holding the helm) involves trusting that God is in control and engaged in life, that He looks out for your best interest even when life is not going well.

Spiritual leaders will face numerous storms, disbelief in the vision and goals often exists, jealousy that creates doubt in your motives, and gossip, slander, and malice spread discrediting you.

Hold the helm! Remain strong in the faith! Keep your eyes focused on Jesus! Continue to lead!

Progress

In times of discouragement, “just keep putting one foot in front of the other” is sound counsel. This emphasizes the forward progress needed to succeed. Regardless of the goal, if forward progress is made, eventually we will reach our goal.

Martin Luther King Jr. added intensity when he said, “If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.”

The tenacity and determination needed to continue this forward progress as leaders is obviously easier said than done.

Resistance may come, but when vision provides direction, let nothing keep you from success.

Planning Changes

Once we recognize both the high and low points of leadership development, we can strategically plan to build on that foundation and improve our leadership.

Once we acknowledge the area we would change, we can now plan to make that change as we move forward.

Once we consider the individual(s) we could invest our time in, we can develop a mentoring plan that allows us to give the most valuable gift – ourselves.

Once we know where we were, where we are, and where we want to be, everything we plan involves the changes necessary to achieve our goals.

Bleed the Vision

As leaders cast a vision for the future, goals and plans are established. Morale reaches a pinnacle and we enjoy the anticipation and excitement that builds as we push into the depths of the work and strive to achieve our goals.

What we do the day after the goal is reached makes the greatest impact on future success.

Never forget to celebrate achievement when goals are completed. Celebrate all who contributed to the success.

But…do not lose sight of the vision. As one individual identified, leaders who “bleed the vision” are needed.

The vision extends beyond the goal and keeps everyone focused on our “Why.”

Vision and Mission

In an effort to develop a vision and mission statement, we often get the ideas reversed, and rightfully so, since they are interrelated.

The mission of an organization, specifically the church, describes “what to do.” The foundation is built on the purpose of our existence and the mission directs every decision for all related activities.

The vision describes what we desire to see as a result of the mission. The vision takes into consideration the image of the future that connects the long-term desires with achievable goals.

We must communicate both the vision and mission if we hope to achieve any level of success.

Leadership Commitment

Leaders must be committed to fulfilling the vision for the organization. We also understand the need for commitment to achieve our goals each year.

Among several possibilities, have we ever considered our level of commitment to others? Simon Sinek says, “Leadership is always a commitment to human beings.”

To separate our commitment to leadership from our relationship to people is to miss leadership completely. Without a commitment to people, without the people component in our leadership, the only remaining possibility becomes egocentric and self-driven.

Our leadership must achieve greater heights for the cause of Christ. May we always be committed to others in our leadership.

A Leader or Leadership?

What is the difference in leadership and being a leader?

Certain authors who write about leadership indicate 2-3% of people in the world are leaders. Another segment of authorship claims everyone has influence. Thus, we are all leaders to a degree. The exercise of our influence may determine the type of leader we are or are not.

Leadership, however, seems to indicate the use of power to direct a group of individuals toward an objective, purpose, vision, or certain goals associated with these areas.

If we make this distinction, then the number of those who possess the authority to direct is fewer. Additionally, few desire this authority.

The Middle

As the days, weeks, months, and years fly by, taking a moment somewhere in the middle to evaluate and ask a few questions seems appropriate.

What have we done to reach our goals and achieve the vision? Would our assessment indicate progress, or are adjustments needed to move forward? Should our goals be raised because we aimed too low, or lowered because we were too ambitious initially?

Midway allows us to evaluate our progress to determine how we lead into the future. From this position we have a better perspective of what the future looks like and how we can cast a greater vision for what lies ahead.