Month: April 2020

City Movement in Cortland, New York Unites Leaders, Igniting Economic Opportunity

Posted on April 20, 2020 by Rosey LaVine - Because of the GLS, City Movement, Collaboration, Leading Others, North America, Stories

What started as a vision in the mind of Pastor Michael Dunn of Grace Christian Fellowship many years ago, has turned into a movement that is transforming the city of Cortland, New York, from the inside out. As a premier host of the The Global Leadership Summit (GLS), Grace Christian Fellowship has utilized the GLS as a platform to unite key leaders in the community together around this vision of transformation.

“The city, especially the south end, has been in a dark place on many levels due to poverty and lack of economic opportunity.”

“Pastor Dunn’s vision started with recognizing several areas of growth and the opportunity we had to influence the city in a positive way,” said Joelle Zimmerman, promotional strategist for the GLS at Grace Christian Fellowship. “The city, especially the south end, has been in a dark place on many levels due to poverty and lack of economic opportunity.”

The primary goal around this vision is to bring the light of Christ to the city. What Pastor Dunn realized was that in order to have a real impact he needed to raise up and unite leaders both inside and outside the church walls.

This is where the GLS became a catalyst to making this vision a reality.

For the last four years Pastor Dunn has carried the torch to host the GLS in Cortland with a goal to identify and invite community leaders who were aligned with the vision to make the city a better place to live. Mark Webster, member of Grace Christian Fellowship, former promotional strategist and local hospital president, joined this charge. With Mark’s standing in the community, he opened doors to connect with important key leaders, creating a ripple effect that launched this vision into the beginning of the movement.

“We began to identify key social service agencies in the community that we wanted to foster relationships with through the GLS.”

“We began to identify key social service agencies in the community that we wanted to foster relationships with through the GLS,” said Joelle. “This approach really took off. We started using our complimentary ticket promotion provided by the Global Leadership Network which resulted in approaching the director of the Cortland County Community Action Program. Not only did they send one of their employees to the GLS, but one of our church staff members was asked to serve on their board. The relationship blossomed, and our church partnered with them to host one of their major events to engage local leaders around becoming more informed on poverty in Cortland—the goal to ultimately eliminate poverty in the community all together.”

“Last year we used all 40 of our promotional complimentary tickets to invite more key influencers from our city to the GLS,” said Joelle. “Not only have more leaders in our city taken a part of the GLS, but new relationships have been built. In 2019, I became part of a United Way task force on housing. We have hosted several community wide events bringing social service, health care, and government leaders together, including our Congressman.”

“The increased connection and our improved relationship with community groups helps people see that we are not threatening or out of touch as a church. We also joined the Cortland County Chamber of Commerce and continue to be the only church among the 500 members. It is amazing how many different people are coming through our church doors to find ways to connect with each other and impact our city!”

“We hope to continue to offer more opportunities throughout the year for health, government, education, business and faith-based sectors to intersect and learn together through the GLS.”

Food Pantry in Cortland NY

The impact of The Global Leadership Summit has enabled cities like Cortland to come together around a common goal—to address the real needs they face and change their city for the better. This story is multiplied across the country and even the world—it is one of the primary reasons why we at the Global Leadership Network are so passionate about seeing the GLS grow.

If you have joined the Global Leadership Network in financial support to expand the GLS, thank you. You too, are a part of these stories of impact!

The Value of Vision

Posted on April 16, 2020 by Abby Jungles - Articles, Leading Organizations, Vision

Michael Todd will be joining the faculty at The Global Leadership Summit 2020.

This article is a part of The Global Leadership Summit Faculty Spotlight series where we feature content from the upcoming #GLS20 speakers. This is a great opportunity to get a taste of what to expect from these amazing leaders!

The GLS team is thrilled to welcome one of the most exciting young voices in the American church to #GLS20. Visionary Pastor, Michael Todd, took over the leadership of Transformation Church in 2015 with a strategy to build a multi-ethnic and multi-generational church. Since that time, the church has grown exponentially both at its physical location in Oklahoma and with over 900,000 followers on YouTube.

Watch this video to see Pastor Michael’s passionate (and hilarious) teaching style as he unpacks The Value of Vision.

https://www.youtube.com/watch?v=u-EJX58L7kI?rel=0

It’s all about VISION.

We need to make sure that our vision right.

Sight is what you see with your eyes open. Vision is what you see with your eyes closed.

Proverbs 29:18, “Where there is no vision the people perish.”

People stop caring where there is no vision.

1. Vision needs a vessel.

God entrusts his vision for the world to people.

2. Vision must be visible.

If God gives you a vision, you need to write it down.

3. Vision must be vast.

Vision is something you can’t do without God.

4. Vision is a verb.

Vision requires action and obedience.

6. Vision must be valid.

The only way to know if your vision is valid is if you pray about it.

A vision that is not valid (from God) becomes void (before people).

_{Watch the full video to see how Pastor Micheal builds out these points. This video originally appeared on}_{Transformation Church’s YouTube Channel}_.

Join Michael Todd and 14 other world-class speakers for The Global Leadership Summit on Thursday and Friday, August 6-7, 2020. Get ready for your two-day infusion of fresh ideas, actionable concepts, leadership principles and heartfelt inspiration from a world-class faculty!

Partnering to Support GLS Prison Program Sites During the Coronavirus Pandemic

Posted on April 14, 2020 by Rosey LaVine - News & Updates, North America, Prison

While we are all persevering through the current COVID-19 pandemic, let’s not forget those who are working and living in correctional institutions across the globe—they are particularly vulnerable, facing many challenging situations within their context.

Currently, the American Corrections Association is working closely with the Center for Disease Control, the World Health Organization and prisons across the country to spread the word about COVID-19 safety procedures. As a result, several of the prisons in The Global Leadership Summit (GLS) Prison Program are in lockdown, have cut off all visitation and volunteer learning programs, and have instituted heightened safety procedures.

But in the midst of all this, the good news is, the ripple effect of the GLS is making a difference in the lives of those working and living behind bars.

At one prison site in Florida, our GLS Prison Program volunteer, Erica Averion, procured a 5-gallon bucket of hand sanitizer from a distillery and drove it to the prison so they would have enough hand sanitizer for the staff to work in safety.
Another GLS Prison Program site is working to set up a virtual book club, so the leaders housed in the facility can continue their education and reformation programming.
One state is working to get GLS talks and content played on the prison’s broadcast channel to boost morale and provide leadership training while the residents are confined to their dorms and cells.
With increased cleaning and security measures being put into place, those who regularly attend the GLS are the first to be chosen by facility staff to help lead the efforts to keep the compound safe.

And outside the prison walls, we at the Global Leadership Network (GLN) are also doing our part to serve these leaders during these unprecedented times.

We recently launched a partnership with Victorious Living—a magazine dedicated to bring hope to those incarcerated and those impacted by incarceration. Through this partnership, those in the GLS Prison Program can access a FREE copy of the magazine during this crisis. Kristi Overton Johnson, an World Water Ski Champion and founder of Victorious Living, has an incredible heart for those incarcerated. She specifically wants to bring joy and hope in a time when many feel lonely and isolated.
Prison Fellowship is also accomplishing great work though their Second Chance Month Campaign. We are working together to provide our Chaplains with access to The Storehouse—a store designed exclusively for prison chaplains. This “store” provides chaplains with the ability to place a free order for Angle Tree materials, Bibles, study materials and bi-lingual articles for those in their care.
We also extended an invitation to our GLS Prison Program volunteers and corrections residents to join in Prison Fellowship’s Road to Second Chances Virtual Prayer Walk. On April 18^th, men and women from across the country will join together to pray for second chances. The prayer walk also features a guide for participants behind bars who would like to join their brothers and sisters on the outside in prayer.

“What can I do?” may be a question you are asking yourself right now. The answer: Pray!

Pray for the health of the corrections staff and all the men and women housed in prison facilities.
Pray for peace for those incarcerated. With visitation shut down and any potential COVID-19 patients being immediately moved into isolation, these necessary safety precautions can cause feelings of fear and loneliness.
Pray particularly for safety in jails or other short-term housing facilities. The risk of spreading disease is high in these sites due to the heavy amount of people entering and leaving.
Pray that medical supplies and treatment will be made available to those who need medical assistance.
Pray for patience for those whose court dates or release dates have been postponed.
Pray for wisdom and strength for the corrections staff bravely coming into work every day. They are in situations where they must make decisions quickly and are working to keep thousands of lives safe.
Pray for strength for chaplains, as the emotional weight of their jobs has been heightened significantly.

You can also donate!

Donating to the GLS Prison Program allows the GLN to bring more prison sites into the program. It also helps up to sustain the facilities we are already in.

Whether you join us in prayer, work or volunteer in prison, or donate to the GLS Prison Program, know that you make an impact on the lives of those who are incarcerated by reminding them that they too have value and influence!

7 Things Relationally Intelligent Leaders Do

Posted on April 14, 2020 by Abby Jungles - Articles, Leading Others, Relational Intelligence, Supervising People

Two co-workers talk about their annual report deadlines

She was a difficult boss. I cannot call her a leader because she didn’t have any followers. She was just a boss who gave a lot of orders and required compliance to all of her rules. If I was 30 seconds late from my 30-minute lunch, she docked my pay. I could not leave my desk to go to the ladies’ room or get a drink of water without informing her. Mistakes of any kind were not tolerated, and she convinced me and her other employees that if we made an error, we were likely to be fired. After all, in an environment like that, everyone is replaceable. It was my first job and though I had little to compare it to, I was sure that there were better opportunities, and I went and found one.

At my next company, where I remained for 33 years, my work life was a lot different. I worked for several leaders who were more concerned about my commitment to the principles of the organization than compliance to a stack of rules. More importantly, they cared about me, personally and professionally. Over time, the care translated to influence, and their influence attracted and retained extraordinary talent that grew a successful business.

Relationships matter.

How we manage relationships matters even more. In the marketplace today, we know there are too many jobs and not enough people. Talent is in high demand, so leaders have to be very skilled at attracting and keeping their talent. To do that well, a leader must be relationally intelligent.

The most relationally intelligent leaders understand the unique needs of each team member and the individual goals and dreams of each person on the team.

What do relationally intelligent leaders do differently?

1. They listen better.

Leaders skilled in relational intelligence listen intently to team members. It is easy to see they are listening because they put down their devices, sit on the edge of the seat and lean in, look the other person in the eye, smile appropriately and nod with interest. Furthermore, these leaders consider ideas that are presented and act on them.

2. They give feedback often.

Many leaders don’t slow down to give team members positive recognition or corrective feedback. Relationally intelligent leaders are quick to share the credit and offer praise to others. They also spend time with team members coaching performance and helping those team members improve and maximize performance.

3. They say “thank you” frequently.

Team members are motivated by sincere gratitude. Leaders with high relational intelligence express gratitude not only to team members, but to their own leaders, peers and customers too. In fact, gratitude is usually a signature character trait of a relationally intelligent leader.

4. They arrive early and leave late.

Whatever the occasion, whether it’s a meeting, an event or a lunch appointment, relationally intelligent leaders are the first to arrive and the last to leave. They show up early to be both prompt and use the time to engage with others present. When the dinner, meeting or event is over, these types of leaders are the last to leave. They stay late simply to make themselves available to anyone who needs them.

5. They care more.

Leaders possessing strong relational intelligence skills care deeply. They care about results, but they care about relationships too. They balance support with accountability. The caring extends beyond the professional realm and they care about team members as individuals as well. These leaders know the goals and dreams of their team members and help them achieve professional and personal goals.

6. They are self-aware.

Relationally intelligent leaders understand that their impact can be different than their intent. They constantly seek feedback to ensure that there is not a gap between their intentions and their impact. They don’t hide from their weaknesses, nor wallow in them, but instead, they understand them and attempt to minimize them.

7. They take good care of themselves so they can take better care of others.

Being a relationally intelligent leader takes a lot of energy, and leaders with this skill know how to manage their own energy. They exercise, eat well and get enough sleep so they are physically available to others. They nurture themselves spiritually, mentally and socially so that they are emotionally available to others. They are very in tune with when they need time alone to recharge.

Without relational intelligence, we have no influence. Without influence, we have no followers and, therefore, are really not leaders at all. The ability to create, strengthen and grow relationships is the most critical leadership skill to pursue.

What actions can you take today to improve this vitally critical skill in your leadership?

Focus on the Why Not the How Ignites Vision to Serve Those in Need with Shoes

Posted on April 13, 2020 by Rosey LaVine - Africa, Because of the GLS, Church & Faith-Based, Leading Organizations, Nonprofit, Stories, Wellness

While attending The Global Leadership Summit, I watched an interview with Blake Mycoskie, founder of TOMS Shoes. I was inspired and felt God’s calling. At the Summit again few years later, I was inspired to pick up the idea of making a difference with shoes for those in need. I still look back to the notes I made during the session. Unfortunately, I allowed the idea and the enormity of a project to deter me and I did nothing.

For so long I was focused on the “how” and saw only obstacles.

But in 2018, while serving on the streets in the Pretoria, South Africa, God again reminded me of this calling to get involved and make a difference.

It was very clear to me that God was saying, “Are you going to do it this time?”

The passion and drive to start Shoes4Souls sprung up like a fountain. Encouraged by the words from Dr. Nthabiseng Legoete during the 2018 GLS where she said, it is not important for us focus on “how” we are going to achieve what we plan, we need to remember “why” we are doing what we are doing.

For so long I was focused on the “how” and saw only obstacles. The obstacles led to inactivity.

It was time to act.

Shoes4Souls launched on the 13th December, 2018 with a focus on showing the love of Christ by putting a pair of shoes on the feet of those that don’t have a pair. It is about offering hope and restoring dignity. This is what we call “Walking with our hearts”. Now just over a year old, we’ve had an amazing year so far!

Our process is to collect new, used and broken shoes. We currently have around 95 active collection sites, ranging from restaurants to corporate offices, to schools, churches, guest houses, running clubs, retailers and small companies.

All shoes received are inspected, washed, repaired if broken and then packaged and distributed to those in need. We distribute shoes to the homeless on Saturday mornings as part of a movement called Dare to Love on the streets. We partner with other non-profit organizations, religious groups and commercial corporations seeking to make a meaningful difference in our country, world and the Kingdom of God. We are active in serving at times of natural disaster, fire and flood, assisting those that have lost everything and participate extensively in school projects and initiatives.

We do not want to be viewed as just a charity handing out shoes—we also empower and create work for the homeless and jobless. We empower people who are without homes to earn a daily wage by assisting with the washing and packing of shoes, making fundraising bracelets and training others to learn the skills needed to become cobblers so they can repair shoes to earn a living. We have embarked on this new exciting stage and are working with and grooming three individuals to take on this initiative.

Episode 069: Craig Groeschel on Leading from Home

Posted on April 8, 2020 by Abby Jungles - Change Management, Leading Organizations, Podcasts, Productivity, Resilience

Get free, instant access to GLS Podcast Episode Show Notes. Leverage episode summaries, key takeaways, reflection questions, resources mentioned, related links and applicable downloads.

SUMMARY:

During the COVID-19 crisis of early 2020, many teams are working remotely from home. In this season, meetings are over video, communication is sometimes indirect and leadership has unique challenges. In addition to the physical differences and requirements of working from home, team members may also feel emotionally disoriented. For some team members, they may be stressed because they have even more work than normal—and for other team members, they may feel guilt over not having enough to contribute. In this cross-over episode from the Craig Groeschel Leadership Podcast, Craig shares his top tips for Leading from Home.

KEY TAKEAWAYS:

Tips for working and leading from home:

1. Go to bed on time. The temptation is to stay up late, watch TV or hang out with the kids—because you’re all at home. Don’t do it. To be effective, continue to lead with normal routines. In the morning, set your alarm and get up on time, or even get up early.

2. Get dressed. Even if you don’t see anyone, or you turn the camera off on your video calls, getting dressed sends your brain a cue that it’s time to go to work. Get dressed and be in the mindset to be productive.

3. Set three goals each day. Name the top three priorities for today and focus on them. Do them first. There will always be other tasks, emails, calls, etc. that crop up, but you’ll continue to be effective if you complete the three most important things each day.

If you’re among the group that has little to nothing to do—perhaps your work is dependent on you being in the office or yourr skills aren’t needed right now. Continue to stretch your mind. Read a book, listen to a new podcast or try something new.

4. Exercise. What we’re fighting against during this time is the monotony of being cooped up in the house all day and the tendency to sit and veg out. If it’s nice, go outside. Or, do a workout from a video. Here’s one I love: go2.lc/homeworkout

5. Designate a workspace. Trying to work in the same spot on the couch where you relax sends mixed signals to the brain. Designate a spot at the kitchen counter, at the desk in your bedroom, on the back porch or in a home office to work.

6. Take breaks. Without any of the normal office cues—like a group lunch, a certain meeting, or a coworker stopping by to chat—it can be hard to remember to take breaks. Depending on your personality, you may need to set an alarm; get up every hour for a five minute walk around the house. Step outside for some fresh air. If workload allows, take a day off—let your team know what day that will be and completely unplug.

7. Tips for working with kids. Much like how you’re going to lead yourself to be regimented, disciplined and effective, you can help your kids do the same while they’re out of school. If their school has provided work for home, set a start time for school work. School begins at, say, 8:30am. Set requirements that your kids be dressed and at the kitchen table by then. Continue to reinforce discipline and dedication to schoolwork—set the expectation that the kids cannot play, go outside, go online, etc. until the schoolwork is done. Make them stay focused. If you have doubts about your ability to homeschool during this period, don’t worry. You’re not going to ruin your kids with six or eight or ten weeks out of school. In fact, if you can devote certain time slots to them, help them learn to focus and push through their schoolwork, they may come out ahead of where they might normally be. But, give yourself grace. It’s hard work to try to do your own job while teaching your kids or minding toddlers. Do your best.

8. Win the battle in your mind. The hardest part of any crisis is the battle that roars in your mind. Even though it may be hard, and you’ll face tough decisions along the way, tell yourself over and over that this will pass. You can’t control everything, but take control of your attitude. Don’t let your mind wander. Don’t dabble in “what-ifs.” Don’t dwell on excuses about why you can’t lead in your current situation.

Remember, you can make excuses or you can make progress, but you can’t make both. When you lead, you can expect to face a significant crisis perhaps once every ten years.

Learning now to master leading through a crisis will serve you for the rest of your life.

ACTION STEPS:

Make a plan to EXERCISE each day for the next week.

LIST OUT your top three goals that will make the biggest impact.

RESOURCES MENTIONED:

Free Church Resources & Tools

Craig’s Recommended Video Workout

Carey Nieuwhof’s “How to Lead Through Crisis”

John Maxwell Facebook Live: “Leading in Crisis”

The Global Leadership Network’s Free Leading Through Crisis Resources

Episode 068: Leading Through Crisis with Craig Groeschel

Posted on April 8, 2020 by Abby Jungles - Change Management, Execution, Leading Organizations, Podcasts, Strategy

View the full videos and session notes of Leading Through Crisis with Craig Groeschel

5 Critical Behaviors of Leaders in a Crisis

Posted on April 7, 2020 by Abby Jungles - Articles, Change Management, Leading Organizations

The last time we had a national crisis of disproportionate magnitude, I was not on the sidelines. I was right in the thick of it. In these days, from the perspective of leading my own small business, I have thought a lot about the leaders I know. While the circumstances are different, I can imagine what they must be going through to keep their employees engaged and their organizations afloat.

During the 9/11 disaster and crisis, I observed the leaders around me. Like the current situation with the COVID-19 pandemic, most of us had never been in the situation where we now find ourselves. Their cues taught me a lot about leading in difficult circumstances.

These are the 5 behaviors I observed that great leaders do in a crisis:

1. They embrace reality and translate it into a vision.

When times are tough, these kinds of leaders keep looking forward. Their experiences have taught them that the situation will eventually change. So, they want to focus on the next opportunity and be ready for it. They have the ability to recognize the seriousness and dire needs of the present, but at the same time, envision a different future. They project hope, positivity and optimism, but not in a foolish or naive way. They know how to strike the balance between reality and an improved future state.

2. They prioritize the issues quickly and reprioritize as often as necessary.

These leaders determine what needs to happen first and then next. They also understand that in a crisis, circumstances can change quickly, and they have to be prepared to pivot to a new priority. They use those priorities to create a strategy, and they adjust the strategy with additional information and insight.

3. They communicate to their employees and customers with crystal clear clarity.

They are transparent and provide people with the information they need to know, and they are confident enough to admit what they don’t know. When they have a plan, they share it with the stakeholders. They speak truth but layer in encouragement and grace too.

4. They focus on the concerns of others above themselves.

These leaders are skilled at empathy, and they gravitate to an attitude of “how can I help you,” instead of self-protectionism and preservation. They recognize that others are suffering just as much or more than they are. They don’t use their position to take advantage of others, but rather use the opportunity to help others.

5. They lead from the front.

These leaders don’t ask their team members to do anything they are not willing to do themselves. They stay in the trenches and on the frontlines. If circumstances prohibit in-person connection, they reach out constantly and listen to the concerns of those serving the organization and serving the clients and customers. They remain as visible and accessible as possible, even if only virtually.

The call to leadership is often greatest in a crisis. As goes the leader so goes the organization. Many leaders have gained followership in the crucible of a crisis. This is not a time for leaders to retreat into the chaos, but instead to rise to the moment and display the behaviors that will help their organizations not only survive, but even thrive in the aftermath.

Part 2 Notes—Leading Through Crisis with Craig Groeschel: Tiers of Effectiveness

Posted on April 6, 2020 by Abby Jungles - Articles, Leading Organizations

Craig Groeschel digs deeper into leading through crisis.

We are all leading in a complicated, unprecedented season of our lifetime! You are facing massive challenges.

There are no clear answers, and we’re navigating uncharted territory. And many of YOU have an extra layer of pressure.

You aren’t just worried about your job. You’re also concerned about your business, your church, your employees, your families and those that depend on you. The weight you are carrying is hard—you’re thinking about things that not everyone is thinking about.

So, what do we do? How do we lead through uncertainty? Lead during crisis?

Leadership is always important—it is more important now than ever.

As we dive in, first, I want to review what I talked about in Part 1, and then I want to dive into more of the 4 Tiers of Effectiveness.

Let’s review Part 1.

Perspective here is important. We’re facing a very real global crisis. Leadership has never been never more important than it is today.

This is not the first crisis in the history of world, and it won’t be the last. I want to remind you that we will get through this. Later, this will be a memory. We will reflect on what we learned and we will reflect on what we lost.

I had a mentor that told me I would face a crisis at least once in every decade of my life. And so far, that is true.

Alfred P. Murrah building bombing–This happened in my 20’s, and my church was across the street. My office was one of the closest adjacent structures and thankfully I wasn’t there that day. That time for our little church was devastating. We couldn’t meet in our church building for two years. That was before online church or online giving. It was massively devastating for us.
September 11—Many of you helped lead through that season as well. I was in an airplane when the planes hit the twin towers. When my plane landed, the world was different. And many parts of the world became different that day.
2008/2009 housing crisis—It was very real where I lived. The economy was struggling. Businesses struggled and we helped lead through that.
And now, the 2020 COVID-19 Global Pandemic—We’re all leading through difficult times now too.
And we probably will have two or three more challenging seasons to lead through in our future.

Is it difficult? Yes. Will we get through this? Yes.

It is important to remember the problems and opportunities we’re facing in the midst of this crisis.

Every major crisis creates unexpected problems
- More and different problems today than a month ago.
Every major crisis also creates unprecedented opportunities
- More and different opportunities today than a month ago.

To review, there are three different types of opportunities—practical, financial and missional.

1. Some opportunities are practical.

Now you have an excuse to make some changes you should have made.

I had a mentor who always said, “Don’t ever waste a crisis.” Go in and fix the problems that should have been fixed before.

2. Some opportunities are financial.

Those who can see needs and respond quickly can build businesses.

There are lots of financial opportunities for the few that see them and seize them. While some people go broke, others will add a lot of value. Let’s have eyes to see the opportunities.

3. Many opportunities are missional.

There are new needs and new opportunities to meet those needs. And there are people in need today who weren’t in need a month ago.

As a pastor—Know some people are more open spiritually.
As business leaders—Some are refocusing their resources on different needs. Where some were focused on manufacturing one thing, they are now manufacturing another to meet a need.
Some churches are opening doors as day care or testing centers for COVID-19.

Don’t let the crisis rob you of seeing the opportunities that are in front of you.

Create a Short-Term Plan

When you are devising a plan expect to get it wrong and think long term.

1. Expect to get it wrong.

There is no road map. You will have lots of false starts. Things are changing too rapidly.

2. Think long-term but plan short-term.

How long is this going to last? Will this be over in a few weeks? I don’t know. I hope so, but we’re not planning on it. We’re going to think worst case scenario. I’m projecting longer-term. I’d rather be pleasantly surprised than constantly disappointed. If I project short-term, I will be continually devasted. It helps me be more conservative. If I’m conservative, I might miss a few opportunities, but we will be alive as an organization. If you’re not conservative, you might not have a church or a business.

Under normal conditions, you can predict longer projections, but right now, you can’t. You have to cast strong. Be lean, and nimble. Think week-to-week or even day-to-day. Things can change on a dime. The mood changes hour-by-hour. We have to think long-term but plan short-term. Lower your expectations of how often you’re going to get it right. We can’t project forward.

So, here is a tool to determine what you need to be working on.

Diving Deeper: 4 Tiers of Effectiveness

You have difficult decisions to make at home and at work, and there aren’t enough hours in the day.

We need to ask ourselves, what do we know? What’s one of our primary tasks as leaders?

One of the primary tasks of any great leader is to direction attention.

Leaders focus attention and activity toward a desired result. Your team needs your leadership to make the next right decision.

But first, the most challenging attention to direct is your own. You are the most difficult person you’ll lead. Why? You have so many things to do—You have so many urgent things to respond to right now. What’s urgent always screams louder than what’s important.

If you’re always responding to what’s urgent, you will inevitably sacrifice what’s important!

My team is a group of world-class leaders. They are overwhelmed. There is so much volume coming in. The increasing demands have outgrown our ability to effectively manage. Can you relate? We don’t want to overwhelm the team—we want to redeploy our resources and redeploy the team.

Essentially, we had two options:

We could expand our team.
We could redefine our priories.

So, we developed the 4 Tiers of Effectiveness:

TIER 1—Absolutely mission critical

If we don’t do this, the boat doesn’t float! This is what must be done.

TIER 2—Very important and strategic

These priorities matter a lot, but they are not mission critical. They’re very important and matter to us, but if it doesn’t get done, the plane won’t crash.

TIER 3—Meaningful but not vital

These priorities are meaningful, but not essential. They are what we would like to do, but nothing significant would be lost if we don’t.

TIER 4—Externally initiated and lower priority

These priorities may be meaningful (maybe not). They are not only NOT vital, they are not our ideas—they’re externally initiated, and someone else (outside) wants us to do them.

Here’s your assignment:

Take note of what you do in normal week. This might feel tedious. Document what you do! Write down.

Try to list everything you do. Don’t think about it a lot, just start writing.

What do I do? Here is an example of my list to give you an idea:

Message Prep—Coach Campus Pastors—Lead meetings—Oversee the board

Podcast—Others’ podcasts—Visit campuses—Coach communicators

Pastoral care—Hospital—Follow up—Meet key leaders in church—Out

Mentor Senior Pastors—Round tables—High level view of budget

Deep dive into dashboards for whole organization—Leadership Direction

Write books—Champion of the GLN—Speak with Businesses/CEO’s, Churches

Coach team members—Welcome new staff—Approve Social Media

Endorsements—Respond to letters—Emails—Texts

Lots of videos—(LG content, Campuses, Pastors, Dozen/more week)

Plan upcoming messages—Additionally, I Decline things people ask of us

The vast majority of what’s in front of me defines itself in Tier 4—tons of outside stuff.

I asked my whole team to do this exercise and define what should be in Tier 1, and many of them said our Leadership Podcast, but no, it is not mission critical. If it goes away, the boat still floats. Another person said, visiting campuses, and there were other things they listed as Tier 1.

But for me, there are only two things, maybe one, in Tier 1. If it’s two, it’s preparing the weekend messages (though that’s debatable, because someone else can do that), but the other is that I’m the only one who can provide the leadership direction for our church. Without that, our team will stray, we won’t stay focused and we’ll do too many different things.

Your importance isn’t measured by how much you do but by how much what you do matters!

If you list more than 5 things on your Tier 1, you’re listing too many! If I’m not getting Tier 1 done, I’m not doing Tier 2.

As a leader, in this season, you will never maximize your effectiveness by responding to other people’s priorities. Don’t let lower tier activities rob you from higher tier effectiveness. You determine what’s important, and you do first what matters most.

In this season—Almost everything should be in Tier 1 or Tier 2.

The reason I like this concept so much, is when someone comes to me with an idea, I can ask, what tier is it in?

My Tier 1 in this season is providing spiritual direction when we cannot meet. The only tool we have is connection. Everything else goes by the wayside. We’re an online church. That is our full-blown strategy. We are building the plane while we’re flying it. We’re 100% committed to connecting people spiritually and relationally. We’re recreating the church as we speak. We’re changing our evangelistic strategy. That’s my Tier 1.

Tier 1 for you in this season might be not laying off employees or recreating your business. Whatever is Tier 1, live in it.

Note: Q&A varies depending on which webinar time you attended, refer to the webinar for the Q&A.

Watch the full video of Part 2 Leading Through Crisis with Craig Groeschel: Tiers of Effectiveness.

Staff Spotlight: Mitch Barns, Former CEO of Nielsen

Posted on April 6, 2020 by Rosey LaVine - Business, Leading Organizations, Leading Others, North America, Stories

Mitch Barns, former CEO of Nielsen and Global Leadership Network board member, recently transitioned into a role on our staff and we couldn’t be more excited to have him on our team. Mitch is a natural teacher with an analytical mind and an ability to take in a lot of different information while discovering connections and simplifying those connections with clarity.

Launching from his small-town beginnings, Mitch’s career started at Procter & Gamble, and later brought him to Nielsen. Under his leadership, Nielsen was named one of the “Best Run Companies” by the Wall Street Journal, and one of the “Top 40 Companies for Leaders” by Chief Executive Magazine.

We are honored to have Mitch bring his wealth of leadership expertise and heart to ignite positive change to our world as he takes on the role of helping the Global Leadership Network with its strategic planning and its digital products.

We asked Mitch about his first experience with The Global Leadership Summit, what he’s looking forward to as he comes on staff, and his biggest leadership learnings along his journey.

When was your first experience with The Global Leadership Summit and what was it like?

When my family moved to Chicago in 2004, we moved near Willow Creek Community Church where the Global Leadership Network hosts the Summit every year. My wife Sharon worked at the church’s bookstore and brought home CDs from the Summit. I downloaded them onto my MP3, and it wasn’t long until the spark was lit.

I decided to attend the Summit live in 2005 for the first time, and I’ve attended every year since. Later when my family and I moved to Shanghai for my job, we helped bring the GLS there too. I was the finance director for the Shanghai GLS team and I probably drove Aliece Hendricks [GLN’s Vice President of International Conferences] crazy!

What was your biggest takeaway from the GLS?

I used to think that eventually you learn what you need to learn about leadership, but soon I realized leadership is not a destination, but rather a journey of constant learning. There’s always something that needs to be said that hasn’t been said yet. And there’s always something that has been said that needs to be said again, better, or in a more contemporary way. And that’s why I keep going to the Summit each year.

…soon I realized leadership is not a destination, but rather a journey of constant learning.

What made you decide to join the staff at the Global Leadership Network?

When I left Nielsen in 2018, I looked for various positions where I could add value, but nothing seemed to align with what I wanted to do. There was always an excuse as to why it wasn’t the right thing.

And then I talked with Gary Schwammlein [President Emeritus] about the Global Leadership Network. The idea of coming on staff aligned better with what I wanted to add value to—having been a supporter and a board member for several years, I have a heart for the mission and the value of leadership to help everyone thrive. What is happening through the Summit all around the world is exciting and getting to be a part of those stories and the outcome is why I’m here.

What is the most surprising thing you’ve learned about leadership?

Leadership is simple—not easy, but simple. It usually comes down to a few key points—one of them being clarity of direction. When I was CEO of Nielsen, the company had 45,000 employees.

One of my greatest learnings as CEO is that my jokes were funnier when I was CEO than both before and after I was CEO! And in that little piece of humor is also contained a little wisdom and warning for all of us as leaders, which is that we have to resist the artificial bubble of leadership and stay grounded in reality, truth, and authenticity.

…we have to resist the artificial bubble of leadership and stay grounded in reality, truth, and authenticity.

Another one of my most important learnings is that the role luck plays in our success is larger than most of us realize or are otherwise willing to admit. Recognizing the role luck plays in our success carries at least two big benefits: 1. It keeps us humble, and humility is an essential trait for a good leader; and 2. It keeps us resilient. If some of our successes are a result of luck (vs. only our hard work and brilliance), then the same is true of some of our failures, and when they occur, this recognition encourages us to pick ourselves up, keep moving forward, and try again.

Finally, my most important learning of all was that while the world will judge us by our outcomes, we will ultimately judge ourselves by the quality of our motives, the quality of our decisions, and the wake we create for the people around us. When I force myself to be quiet and still and I take a long look in the mirror, I see the truth. Do I like what I see? This ultimately will be more important to me and the people I care most about than anything else.

How do you lead a team that produces results?

The best team I ever led was in Shanghai, China. There wasn’t anything extraordinary about the individuals in this team. But as a team, they produced extraordinary results. Why? They had a non-zero-sum mindset, meaning they put the interests of the team ahead of their self-interest. They were in it for the greater good. With this type of mindset, everyone wins. I led this team by providing crystal clear direction, plus support and encouragement along with accountability, while continuously reinforcing the greater good we were striving for.

What do you do or think about for inspiration when you feel discouraged?

I don’t often feel discouraged. When things aren’t going well, I usually see it as a time when there is something important for me to learn. Learning is positive for me, so a negative experience points me to learn which turns it into something positive.

I should admit that I haven’t always been inclined to this optimistic mindset. I remember one summer during college when I went on a trip to India. I had a horrible time—I got very sick, the group I was with was robbed, we were on a boat that took on water and partially sank in the ocean during a storm, and our host died during emergency surgery…all of that in the first two weeks. It was an awful experience. Before the trip, I thought I could handle anything, but here I was, completely overwhelmed and miserable. It was very humbling and had a big impact on me for many years after. In fact, I now consider it one of the best experiences of my life. Now I almost look forward to the next difficult period of my life because now I know how experiences like these shape and sharpen me.

One of my favorite quotes that captures this idea is by Abigail Adams, from a letter she wrote to her son before he left on a voyage across the Atlantic. She was writing to prepare him for the difficulties ahead. She said,

“There are times in which genius would wish to live. It’s not in the still calm of life or the repose of a pacific station that great characters are formed. The habits of a vigorous mind are formed in contending with difficulties. Great necessities call out great virtues. When a mind is raised and animated by scenes that engage the heart, then those qualities that would otherwise lay dormant wake into life and form the character.”

I think that is beautiful.

If you were to write a book about leadership, what would you write about and why?

I would write about the non-zero-sum leadership mindset, and the idea of working for the greater good. I would also write about luck. Leadership outcomes often have more to do with luck than most people are aware of or willing to acknowledge. A recent paper by some Italian academics provides solid evidence of this, as do three books, one by Robert Frank called Success and Luck: Good Fortune and the Myth of Meritocracy, another by Annie Duke called Thinking in Bets, and a third by Michael Mauboussin called The Success Equation: Untangling Skill and Luck.

If we want to learn how to improve our leadership and influence, it is important to separate the quality of our decisions from the quality of our outcomes, which can be muddled by luck, both good and bad.

One last question. What is one thing people would be surprised to find out about you?

My ring tone starts out as a typical smartphone ring tone then it transitions to the song, Gangsta’s Paradise by Coolio. I think it fits me: conventional, but then not. I’ve always been a fan of R&B and funk music. I grew up in southwestern Ohio which lays claim to artists like George Clinton, Bootsy Collins, Funkadelic, Parliament, The Isley Brothers, and The Ohio Players. I don’t pay much attention to the lyrics, but I like the music.

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