Online Community

Normal.dotm 0 0 1 826 4709 Thisway Communications 39 9 5782 12.0 0 false 18 pt 18 pt 0 0 false false false /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0cm 5.4pt 0cm 5.4pt; mso-para-margin:0cm; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman";}

 Principles

1. A basic truth, law, or assumption: the principles of democracy.
2. A rule or standard.
3. A fixed or predetermined mode of action.
4. A basic or essential quality

 

The Cork Principle

This is a short term solution that is temporary. Cork change, helps with immediate problems and issues. When using a cork we need to assess how much time and money we will invest in it. A cork fills a hole. It is a temporary or short term solution. It is a management approach to change.

The Shocking the Well Principle

To shock a well is to introduce a lot of change all at once.   Those in the rurals no that sometimes you introduce to your water supply large amounts of javel or chlorine as a way of disaffecting you well and cleaning it up. “Shocking” is not something you should do regularly it is to harsh on the system but needed every once in a while.

The Packaging Principle

Similar to the wrapping one’s gifts  for a special occasion, how you package change and vision is directly proportionally to how it is perceived. People do judge a book by its cover. The packaging principle is essential to initiating change, it prepares and market change to stakeholders.

The Funnel Principle

Like a funnel,  change start broad and then narrows down to specific focus. It needs to be all encompassing and have mass appeal to begin with. So it may start with visualizing change in a birds ey approach it is a process of actualizing the mission buy knowing your desired end result and putting int specific objectives to achieve it.

The Radar Principle

To accomplish change effectively you need to be aware of the needs, fears and feelings of others. Listening years and interaction with groups and individuals become your radar. Radar warns and alerts us to how change is being perceived and reacted to.

The Spotter Principle

In gymnastics there is always a spotter whose function is to make sure the gymnast does not get in trouble in a maneuver. The spotter principle assigns a leader who oversees, guides, and supervises change. The goal is to make sure that not only are the individual involved in change successful but that there is also a leader who is insuring  safety and success. Change leaders are like spotters they are only needed when a move goes bad, and are always close by. They are the safety net.

The Investment Principle

Effective change only happens through the investment of time, money, and prayer of others. The more you invest the more potential you have of return. See people as a piece of coal with the potential to become diamonds.

The Snowball Principle

Momentum is key to change. It is like building a snowball on a mountain. At first it takes a lot of effort but as a form slowly emerges combined with the slope of the hill, the momentum is hard to stop. 

The Honor Principle

In change, do loose sight of the people who make it happen. Give honor encouragement, recognition and reward to your people. Honor is a key ingredient to group acceptance of change. The honor principle is key to managing and actualizing change.

The Failure Principle

To succeed even in the littlest change is first to fail. Failure is often the road to success. Allowing for failure sets you up for success. Planting success and initiating successful change happens through failure.

The Small Victories Principle

Before you win the war you need to win some battles. We as individuals need to experience little victories first before we have courage and can believe that the big victories are possible. When working with people to achieve big change you need to help them win victories through small change. Small victories build self esteem and confidence in your people it is part of the preparation stage of change.

The Carrot Principle

Ever one needs encouragement. Encouragement is key to motivation. Discover what motivates people, harness it and the result will be people on fire for change. Change leaders have the ability to picture or visualize key results. They can help ;you see the big picture. Discovering how people are motivated and how they feel successful is key to accomplishing change.

The Chess Principle

Every change in your business should be strategic. Every move sets you up for failure or success in the future. Change is like chess pieces. Each piece is different and has a specific function. They work together for a single purpose to protect the king. Each game is different but the purpose remains the same. The chess principle encourages planning and preparation for change. It assumes that change is not accidental.

The Communication Principle

In times of change it is essential to over communicate. Often during changing times much happens quickly, which often leads to insecurity if people are not aware of what’s going on. Keeping secrets or leaving the masses out of contributing or partaking in change sets you up for failure. To be effective in change is to communicate it over and over in different ways. Never assume that any one understands.

 

In summary I believe growth individual and organizational is birthed in change. Change is a four stage process’s that visualizes what can be and plans for it. Then initiates change through plowing the way and beginning new initiatives or approaches. The sees to ensure change through prop management of change which involves encouraging and mentoring people in their roles,. Finally change is actualized by watching those you work with become change leaders them selves. The process is not linear but circular; where healthy change produces growth and growth produce more healthy change. The result is a healthy organization, with healthy people be effective in achieving their mission and vision.

People have a way of becoming what you encourage them to be or not to be. As a servant leader using a coaching approach to leadership develops a synergy between you, your staff and your congregation or ministry context. The effects of this coaching synergy are greater effectiveness, accomplishment, cooperation and personal relationship with people.

Coaching as servant leader is that process that allows you to be involved relationally with others it is essentially incarnational ministry. Like coaching any sort of sport teams there are a variety functions or roles the coach can have. Depending on what role or of different function the leader takes will determine the ultimate outcome.

There are six functions or roles of a coaching Leader. The “teaming” role is group focused with the goal for unity and task sharing. The “counselling” role focuses on the individual or team member. The coach becomes a shepherd involved in personal care giving. The “modeling” function focus is on the leader and seeks to demonstrate and emulate personal values and practices of ministry. The “confrontation” role seeks to resolve conflict and promote positive community. As “teacher and tutor” the focus is on learning and skill development. Finally the coach as “mentor” is one that is involved in mutual transformation through involvement of leader and follower in a mutual exchange and investment into each others life.

Coaching people as a servant leader is the process of managing people with care or shepherding potential in love-It is what i call the Amaryllis Way.

“And you yourself must be an example to them by doing good deeds of every kind.” Titus 2:7NTL

The servant leader as coach is active in demonstrating behavior through modeling. Modeling is the process that highlights the leader. Sometimes a coach is called upon to demonstrate or model what is desired. Modeling gives others the opportunity to observe an example. It is through modeling that a person can identify with what is being required. For example if a pastor exhorts others to be involved in outreach or hospitality but refuses to do so themselves their example produces doubt or resentment. The key in modeling is to allow others to observe the desire behaviour, identify with it, then imitate and internalize what is being modeled.

I remember a farmer coming up to me after a sermon on evangelism and rebuking me. He said, “You young pastors preach a lot about evangelism and reaching out to people but know one ever shows us how to do it.” I learned how to pray because an elder in our church took me as a 17 year old to a prayer seminar where we both learned how to pray effectively.

Modeling is something that is often caught by others whether or not we intended to do so deliberately. Who we are flows from character and our values and then is reflected to others. The servant leader as coach is serious and intentional about modelling and seeks to offer themselves as a validation of experience to others. To model as a coach is to be oneself for others, transparent and real it is to shepherd potential in love.

“If another believer sins against you, go privately and point out the fault…”Matthew 18:15-17 NLT

Coaching as a servant leader is confrontation. Conflict is a by product of any leadership situation because as unique individuals we differ in how we approach situations and people and because of this diversity there will always be the potential for conflict and the need for confrontation.

Confrontation is use to resolve, investigate and inquire into specific problems or issues. It essentially holds people accountable of their actions and interactions with others. The leader as coach confronts with an attitude that is concerned for the individual and community of followers. It is the process of addressing a perceived problem. Confrontation may vary in intensity but it is used for clarification and identification of performance. When confrontation is used in the coaching process the key is to gather information, address problems honestly, rebuke, and resolution of problem.

A good coach knows if problems are not addressed in the early stages they become harder to address in the later stages. The coach as servant confronts problems in love offering possible solutions and guidance to the situation. The confrontation role in coaching is used to benefit the community and encourage unity. The key in confrontation is first for the staff member to take personal ownership of the problem and second, for them to have a sustained high level of ministry performance and spiritual growth.

The servant leader as coach is concerned with growth and development of the individuals in their leadership context. It is the "Amaryllis Way" of growing people who grow people. It idoes not shy away from conflict but it instead sheperds potential in love.

Healthy change involves people growing in skill, attitude, social connections and dedication and knowledge. Change seeks to grow and develop people. I believe there are of four stages of growth that will not only help a business grow but it’s people. Stage One is envisioning change. Stage Two is about initiating change. Stage Three is about managing and sustaining change. Finally, Stage Four is all about multiplication, the actualization of change.

What follows is not a method or formula for change but more of an attitude to embrace when working with people. Lets explore four stages of change and the various principle one can use in incorporating change into ones business context.

Stage 1-Visualizing

The first stage of growing involves vision and planning: we need to see what can be realized and plan accordingly. The growing leader develops a picture of what can be and then puts a plan in place to realize it. It can be an organizational plan or a personal development plan. In staff reviews, I have often asked the employee what five things they would like to accomplish or achieve if money was not a problem. A healthy organization sees the potential of each individual and guides them on the road to success and effectiveness. In summary, Stage One is envisioning change; it is the beginning point.

Stage 2-Intiating

The second stage of growth involves more than a changed perspective, it involves preparation. Here the plans and dreams are initiated. It is not enough to have a vision and plan of a preferred future; you need to initiate it to make it come alive. To prepare is to begin the process of initiating your plan. For instance, if you are going to get a degree or a certification, you need to investigate where you will study for it. If you need licensing, you might need an apprenticeship. Preparation can be likened to plowing and planting a field. Plowing refers to those things you do that set the stage for accomplishing the plan. It stimulates, coaches and trains others. Planting is the follow-up to plowing. If plowing prepares, then planting involves and initiates. It moves past investigating opportunities and initiates action in a certain direction; it starts a new endeavor. In summary, the second stage of growth initiates change through preparation and involvement of others.

Stage 3-Management

The third stage of growth moves from preparation and initiation to sustaining change. Once the idea has germinated, it is important to keep it going. For example, I remember working on a plan to develop an education center. It took four years of planning and sharing the vision before it became reality. The stages started with sharing the big picture and developing a long-term plan for this new initiative. The building was never the goal. It was a way of fulfilling the mandate to educate. There was a lot preparation. The preparatory work ranged from getting financial quotes, talking to stakeholders and fundraising, obtaining board approval, and commencement of the project. The third stage of growth involves protecting and pruning, making midcourse

corrections and sustaining change. In the example of building the education center, it was important that we serviced our students and continued to pay the bills. The third stage sustains change and continues to protect, assess, and evaluate progress.

Stage 4- Actualizing

The fourth stage is the climax of growth. It is the fruit, or results. Remember that growth is not a linear but a cyclical process. True growth is transferred and multiplied. It maintains a healthy system. Here is the need for bringing together others to produce something new. A plant that just flowers and is not pollinated dies with no fruit. Some people in organizations have based the success of their department only on their own efforts. Succession planning has never been developed, so when they leave, the company experiences extreme loss because that person was a lone ranger who blossomed but never multiplied their talents. Anyone who has done financial planning knows that you cannot multiply your money underneath your bed. It needs to be invested and the investment diversified. An employee who is not connected to the whole, not interacting and sharing skills and talents beyond themselves,

may bloom for a while but the success is short-lived. The key is to have people investing in people so that health is maintained and fruit produced. The coming together of many increases the chance of fruit and insures continued success and growth. With growth, the journey begins all over, with new life coming forth and the growth cycle continuing.

Within these fours stage of changes visualizing, initiating, management and actualizing are all part of The Amaryllis Way- Growing leaders who Grow Leaders.