Definition: Collaborative leaders empower the team.

Transcription

1 COLLABORATION 38

2 Much Christian leadership is exercised by people who do not know how to develop healthy, intimate relationships and have opted for power and control instead. Many Christian empire builders have been people unable to give and receive love. Henri Nouwen, In the Name of Jesus Summary: God s story of redemption is rooted in community. It begins with the Trinity the perfect covenant community. Within the Godhead, collaboration is conducted in perfect unity, diversity, and harmony. But human collaboration is marked by flesh and sin. To lead together, people must grow in unity and ever-increasing maturity. Collaborative leadership requires organizational clarity authority, responsibility, and accountability. To thrive, it also requires a personal vision adaptability, autonomy, and ambiguity. (Leadership Mosaic, p. 131) Definition: Collaborative leaders empower the team. From Complicated Organizations to Complex Leadership We have identified three triads and nine principles that are essential to a healthy, holistic, and collaborative leader and an engaging and effective collaborative team. Some may say, Really, is it that complex? Actually, collaboration is as complex as human personality. Some argue this is why every organization has its own personality. Some are integrated, whole personalities. Some are disintegrative. We are working toward integration, wholeness, and fruitfulness. So let s dig in! The Message of Collaboration Unity Diversity Maturity The message of collaboration involves the Father s call to unity, the Son sending us on mission with a diversity of gifts, and the Spirit sanctifying us into harmony and maturity in love. Unity: Leaders stand united with a common confession. There is one body and one Spirit just as you were called to one hope that belongs to your call one Lord, one faith, one baptism, one God and Father of all, who is over all and through all and in all (Eph. 4:4 6). Diversity: Leaders celebrate diverse giftings. But grace was given to each one of us according to the measure of Christ s gift.... And he gave the apostles, the prophets, the evangelists, the shepherds and teachers, to equip the saints for the work of ministry, for building up the body of Christ (Eph. 4:7, 11 12). Maturity: Leaders grow.... until we all attain to the unity of the faith and of the knowledge of the Son of God, to mature manhood, to the measure of the stature of the fullness of Christ (Eph. 4:13). (Leadership Mosaic, p. 143) 39

3 Questions 1. How have you provided clarity of a common confession? Do people know what the ultimate goal of their work is? 2. How have you promoted and made space for a diversity of people and gifts in your organization? How welcomed are people who are different form you in culture, giftings, and personality? 3. How have you provide tracks for personal and corporate growth to help the organization move forward? Are the weakest links on your team seen as opportunities or problems? The Ministry of Collaboration Authority Responsibility Accountability There is beauty in complexity when we re organized around God s mission. The mechanics of collaboration involves three things authority, responsibility, and accountability. Authority: Leaders have power to determine issues and control jurisdiction. The church needs primary leaders who serve as the first among equals within a plurality. The team rises and falls with humble, strong leadership under God s authority. Responsibility: Leaders have duties, obligations, and tasks they are required and expected to do. Leaders should be tasked and should task others in keeping with their gifting and calling. Accountability: Leaders must submit to regular review of their actions. They must give an account. Accountability should be personal. It s best if it happens in community and if it s ingrained into the culture of an organization through regular rhythms of review. (Leadership Mosaic, p. 149) 40

4 Authority, Responsibility, and Accountability 1 Responsibility + Accountability + Authority = Bureaucratic Leadership. In a bureaucracy, there is no power to bring necessary change. A bureaucracy is safe in the short term, but it s ineffective, and it lacks power. Over the long haul, the organization stagnates, because it can t change. Responsibility + Accountability + Authority = Authoritarian Leadership. Under authoritarian leadership, there is no accountability. This kind of leadership may be effective and powerful in the short term, but it s not safe. Over time, the organization implodes as a result of poor decisions or abuse of power. Responsibility + Accountability + Authority = Reactionary or Impulsive Leadership. An impulsive leader or leadership team may have power, but they lack any clear goals or responsibilities. Over the long haul, impulsive leaders just fall apart, and their organizations deteriorate as a result of mission drift. Questions (Leadership Mosaic, p. 150) 1. Where has bureaucracy started to develop in your organization? How can authority be returned to its leaders? 2. How have people been marginalized through authoritarian systems? How can we atone for past abuse and change for better future work? 3. Where have you been impulsive rather than responsible and strategic? Is the mission changing or drifting in your organization? 4. Where does your unity and diversity need greater maturity? How will you lead your team there? The Mystery of Collaboration Autonomy Ambiguity Adaptability Empower your team with the support they need to grow as leaders through ministry challenges. Autonomy: Leaders exist and act separately from the organization. They must have self-directing freedom. Ambiguity: Leaders experience volatility, uncertainty, and complexity. They must embrace the inscrutability of leadership because God is unsearchable. Adaptability: Leaders make new things and think of new ideas. They bring their own imagination to bear on their work. (Leadership Mosaic, p. 156) 1. Adapted from John Edmund Kaiser, Winning on Purpose: How to Organize Congregations to Succeed in Their Mission (Nashville: Abingdon, 2006),

5 For the questions below, check yes, no, or sometimes as they apply to your organization. Five Questions for Empowering Creative Freedom in an Organization 2 YES NO SOMETIMES 1. Are people who make mistakes or experiment with new ways of doing things being marginalized? 2. When strategic decisions need to be made, are the perspectives of frontline people considered? 3. When something bad happens (a member leaves the church, a new ministry initiative fails), is the news acknowledged and is the event debriefed for its lessons, instead of used as a moment for punishment? 4. Are communication and interaction nurtured across all formal and informal boundaries? 5. Do people have a healthy view of the latest strategic plan as our current best guess rather than a sacred infallible text? (Leadership Mosaic, p. 155) Questions 1. In what way does your organization s lack of tolerance or ambiguity undermine rigid policies? 2. How are you adapting, i.e., bringing your creativity to bear on your work? Is it inspiring others? 3. Check the temperature of autonomy in your organization. Do people feel like cogs in the machine or valued family members? 4. Regarding the nine principles, which two or three need your attention most right now? 2. Adapted from Ronald Heifetz, Alexander Grashow, and Marty Linsky, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (Boston, MA: Harvard Business Press, 2009),

6 Putting It All Together: This is structure, but how do we move within it? Making Your MOVE From Passive Collaboration to Active Collaboration: In his book, Turn Your Ship Around!, L. David Marquet breaks down the phrases that typically mark passive and active collaboration. 3 Passive: Request permission to... I would like to... What should I do about... Do you think we should... Could we... Active: I intend to... I plan to... I will... We have been... This is not just a nifty leadership insight; intention is crucial to change. We must declare ourselves and have a fierce determination and commitment to collaborate. You don t simply stumble into a winning team. Let s begin by reexamining the principles of collaboration personally. What personal ownership is required? What daily affirmations are necessary for the collaborative leader? 3. L. David Marquet, Turn your Ship Around! A Workbook for Implementing Intent-Based Leadership in Your Organization (New York: Portfolio, 2015),

7 Group Exercise Step 1: Read carefully over each line (best done in a group). Step 2: Identify which one you struggle with most; explain to the group with an example. Step 3: Stand up and shout your line, Dead Poet Society style, in your group. Step 4: End with prayer for growth in these areas. Renounce Affirm Declare Relate Unity No more division. I am the same. I will belong. We will fight for unity (our now in Christ). Diversity No more uniformity. I am different. I will be accepted. We will celebrate our differences (our workmanship in Christ). Maturity No more passivity. I am becoming. I will grow. We will envision our becoming (our not yet in Christ). Authority No more abuse. I am powerful (my words and actions matter). I will honor. We will use authority under God and for the good of others. Responsibility No more abdication. I am responsible. I will own. We will take responsibility for our role in the mission. Accountability No more hiding. I am accountable. I will be open. We will submit to the authority and review of others. Autonomy No more conformity. I am unique. I will be me. We will allow others to be individuals. Ambiguity No more rigidity. I am wise. I will engage. We will wade into complexity. Adaptability No more clones. I am creative. I will adapt. We will adapt whenever and however necessary. 44

8 For Further Study Leadership Mosaic is about doing what you do differently. You already binge watch Netflix. Replace Netflix with something new. Following are additions to the Leadership Mosaic bibliography. Remember, we always aim for informed minds, warmed hearts, and engaged hands. Documentaries/Films Books Blanchard, Ken. Collaboration: Affect/possibility. Lecture, TEDx, San Diego, December Accessed August 1, Carlsen, Katja Birkegaard. Collaborative Society, 2014.The Future of Learning, Networked Society. Ericsson, Collaboration: On the Edge of a New Paradigm. Directed by Alfred Birkegaard, The Lego Movie. Directed by Phil Lord and Christopher Miller. Warner Bros., Us Now. Directed by Ivo Gormley. Banyak Films, Cloud, Henry. The Power of the Other. New York: Harper Business, Marquet, L. David. Turn Your Ship Around! A Workbook for Implementing Intent-Based Leadership in Your Organization. New York: Portfolio, Shenk, Joshua. Powers of Two: How Relationships Drive Creativity. New York: Marriner, Articles Hartwig, Ryan. Teams need leadership (not Just a leader )! Ryan Hartwig (blog), June 3, Accessed August 1,