Leadership Rules

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8 Keys for Leading Musicians, Designers, and Artists

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Okay, so alot of us who run organizations, or manage teams, or have staff direct reports, are leading those who consider themselves to be ARTISTS of some sort. Whether it's musicians, or designers, or writers, or entertainers, or worship leaders, or those who sketch/paint/draw, I'm going to lump them all together for the sake of this conversation and my thoughts on how to best lead them.

Disclaimer: we are ALL artists. In regards that we all are called to create things of excellence. Some of us are way more "Artistic" at our core than others. That is who I'm talking about here. You know who they are on your team. Guaranteed.

I'm also VERY INTERESTED to hear from you on how you best lead/manage artists. Please comment below and share your thoughts.

Here are a few of my thoughts on effectively leading Musicians, Designers, and Artists:

1. Start with reality. Artists are different. Not in bad weird way. But in a great weird way. So just begin with this, and it will help tremendously.

2. Lead, don't manage. Share vision, inspire, and let them loose. Managing an artist type like you would an accountant, or a project manager, or a typical hard charging type A, is not a good idea.

3. Be very specific on areas that most think are ambiguous. Most leaders think that because artists are spontaneous and spatial in their thinking, that they don't want specifics. So alot of leaders will be totally ambiguous in their interactions with artists. But just the opposite. Most artists need and desire very clear, focused and specific direction. They don't mind boundaries; in fact, they welcome them (more insight on this from my friend Tyler Reagin here).

4. Give them room to dream. This might mean they need to spend an afternoon at a coffee shop or in the park or at the lake. Let them do that.

5. Include them in the process. If you simply tell them what you want once you and everyone else have decided, you'll probably get it. But including them in the creative process will create more buy in and probably a better outcome.

6. Allow them to decorate and make their area "their own." Their office or cube or space needs to reflect who they are. Otherwise, finding inspiration could be tough in the office.

7. Release them into their areas of greatest strength. Don't burden a great artist with tasks and responsibilities outside their strengths. If it's a money thing, pay them less but let them do what they are great at. Most artists care way more about doing their "art" anyway.

8. Aggregate artists in "pairs" and team lead them. I like to always have at least two artists in a meeting, on a team, working on a project, sitting together, and ultimately working together. It gives them more energy and allows them to vent to each other. Also, if you have personality conflicts with artists on your team, then "team" lead them. Don't take it personal, but figure out the best way to release them and inspire them. It might be that you are not the best person to do that, and it's okay that someone else on your team is.

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Look at me when You're Talking to Me

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Because of my role with Catalyst and other organizations, I get the chance quite often to hang with leaders who I really admire. Folks who are high profile and well established. At the top of their industry. Influencers in the truest sense. I'm always honored to be in the room with folks who are well-known and considered experts. One thing I've noticed about those who have "arrived" in terms of influence, and stature, and credibility, is that they are usually the kind of leader who authentically takes an interest in you when you first meet them. They ask good questions, and are genuinely interested in talking with you and learning more about you. They look you in the eyes. They don't gaze around the room looking for someone else to talk to- they truly engage in conversation with you. Very authentic. Very real. Interested and eye to eye.

Then there's the "posers." John Maxwell categorizes these kind of folks as "climbers." You've met them before. So have I. They arrive at any gathering, party, function, or event, and immediately want to see who else is in the room. Especially those who aren't as "well known." They are way more interested in climbing than connecting. Talking to you is just simply a step in the right direction to someone else who is way more important.

That really bothers me. And I know I've been guilty of doing this before. And that bothers me even more.

So let's all commit to truly being present in conversations, especially with new folks. Let's look each other in the eyes. I am reminded today of how important it is to focus on who and what is in front of you. Being present. Whatever environment you are in, it's way more important to be a concerned connector rather than a conceited climber.

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20 Keys for Leading 20-somethings on your Team

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Young leaders are the future. They actually are the present as well. Lots of leaders ask me how best to lead the millennial generation, basically those born after 1980. We gather thousands of leaders who fit this category on an annual basis, and most of the Catalyst staff are under the age of 30. I have the privilege to get to hang out with 20-somethings a lot, and I've noticed some things very particular to this generation. I have to admit- I don't always get this right. As a 100% Gen X'er, my tendency is to lean away from several of these points, and lead how I've been led over the years by Boomer and Busters. But I'm working on it....

So with that said, here you go, 20 keys for leading 20-somethings on your team:  

1. Give them freedom with their schedule. I'll admit, this one is tough for me.

2. Provide them projects, not a career. Career is just not the same anymore. They desire options. Just like free agents.

3. Create a family environment. Work, family and social are all intertwined, so make sure the work environment is experiential and family oriented. Everything is connected.

4. Cause is important. Tie in compassion and justice to the "normal." Causes and opportunities to give back are important.

5. Embrace social media. it's here to stay.

6. They are more tech savvy than any other generation ever. Technology is the norm. XBOX, iPhones, laptops, iPads are just normal. If you want a response, text first, then call. Or DM first. Or send a Facebook message. Not anti calls though.

7. Lead each person uniquely. Don't create standards or rules that apply to everyone. Customize your approach. (I'll admit, this one is difficult too!)

8. Make authenticity and honesty the standard for your corporate culture. Millenials are cynical at their core, and don't trust someone just because they are in charge.

9. Millenials are not as interested in "climbing the corporate ladder." But instead more concerned about making a difference and leaving their mark.

10. Give them opportunities early with major responsibility. They don't want to wait their turn. Want to make a difference now. And will find an outlet for influence and responsibility somewhere else if you don't give it to them. Empower them early and often.

11. All about the larger win, not the personal small gain. Young leaders in general have an abundance mentality instead of scarcity mentality.

12. Partnering and collaboration are important. Not interested in drawing lines. Collaboration is the new currency, along with generosity.

13. Not about working for a personality. Not interested in laboring long hours to build a temporal kingdom for one person. But will work their guts out for a cause and vision bigger than themselves.

14. Deeply desire mentoring, learning and discipleship. Many older leaders think millenials aren't interested in generational wisdom transfer. Not true at all. Younger leaders are hungry for mentoring and discipleship, so build it into your organizational environment.

15. Coach them and encourage them. They want to gain wisdom through experience. Come alongside them don't just tell them what to do.

16. Create opportunities for quality time- individually and corporately. They want to be led by example, and not just by words.

17. Hold them accountable. They want to be held accountable by those who are living it out. Measure them and give them constant feedback.

18. They've been exposed to just about everything, so the sky is the limit in their minds. Older leaders have to understand younger leaders have a much broader and global perspective, which makes wowing Millenials much more difficult.

19. Recognize their values, not just their strengths. It ain't just about the skillz baby. Don't use them without truly knowing them.

20. Provide a system that creates stability. Clear expectations with the freedom to succeed, and providing stability on the emotional, financial, and organizational side.

 

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How Wide is Your Circle of Influence?

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The impact of our influence many times is determined by the circles or spheres of our influence. Our circles of influence can be intentional or unintentional; they can be private or public, and they always have a unique and very specific engagement model. Not sure how scientific my different levels are below, but at least they get the conversation started. And give us a context for how to think and plan regarding our different levels of influence. In Greek, the word for sphere of influence is "oikos." So think about your Oikos and how you are being strategic in influencing those around you.

One thing is for sure- don't live in Influence Fantasy Land. If you think you have a much wider circle of influence than you really do, it will create problems for you, your team, and those closest around you. I call this "Influence Imagination." I know many leaders who have this symptom. They think they are a way bigger deal than they really are, and believe they have way more influence than they really do.

Another thing- wherever you reside, that is your assignment. Don't feel like you have to move up the ladder of bigger circles in order to be more influential. Be faithful to the circle you've been given to steward.

Family, Personal and Social levels of influence exist for most of us. The other levels take intentionality, focus, and determination.

1-10: Family Level: immediate family and/or those you live with.

10-100: Personal Level: friends and c0-workers; those you see on a regular basis- weekly if not daily.

100-500: Social Level: neighbors, business partners, church friends, sports parents, vendors,

500-1000: Influence Level: intentional influence really starts here. you now have followers and those who are listening, reading, or paying attention to what you are saying and doing. This level usually involves a local context. And you still know most of these people, if not all of them, on a personal level.

1000-10,000: Public Level: your influence has gone public at this level. You have a blog, you are a writer, you are influencing people outside of your ability to know them all personally. Most leaders who have aspirations of being a Major influencer end up cresting out at this level.

10,000-50,000: Popular Level: your influence has gone "popular" at this level. Maybe you are the mayor of a city, or you have a widely read blog, or you are a public speaker, or you are a CEO of a well-known organization, or you coach a popular sports team, or the pastor of a megachurch. Leaders at this level of influence get invited to gatherings, move the needle in culture, and have established and built in systems that continue to push their levels of influence up.

50,000-250,000: National Level: at this level, your influence is established. You have the ability to make things happen in a way that most only hope to reach.

250,000- up: International Level: Your influence has a broad appeal and helps shape conversations, moves industry, and is global in reach.

What circle of influence are you currently residing in?

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5 Keys to engaging your 20's somethings on your Team

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1. Flexibility with accountability. Every 20 something I know wants to have flexible hours and work schedules, but you can only create this effectively if you have true accountability in place. Results have to accompany convenience, otherwise you're just creating a perk with no tie back to moving the organization forward. 2. Responsibility with authority. Most of the time we just give responsibility to young leaders, without the authority. Try at all intersections to provide both at the same time. Be smart on this, but make efforts to give the project completely to them with as much authority and decision making power as possible.

3. Family environment. Make your office feel like a home, complete with as close to a living room, kitchen, and den as possible. Community and connectivity is vital for younger leaders, and a great place to provide that is in the office and work environment.

4. Customized Leadership strucutre. Creating a cookie cutter organizational structure and team dynamic tends to turn away younger leaders. All rules don't apply to all team members, so don't let an easier approach of blanket rules and staff handbooks that everyone has to follow even though it doesn't make sense be the foundation of your culture. Every employee and team member wants to be seen as important and crucial to the success of the organization, and small things that seem small to you as the leader will be a big deal to team members.

5. Compelling vision with clear sense of target and win. Make the vision significant and epic. While also defining very clearly what the wins look like. Create a vision that everyone on the team can rally around.

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15 Quick Leadership Reminders

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1. Be responsible. If you say you are going to take care of it, then take care of it. 2. Be professional. Arrive on time. Actually be early. And be organized.

3. Be the best. Get better every day at what you do.

4. Be humble. Talk less. Listen more.

5. Be proactive. Not reactive. Respond and initiate before being told to or asked to by your boss or peers.

6. Be focused. When it's time to make it happen, have the discipline to take it across the finish line.

7. Be trustworthy. Your word is your bond. And your reputation. Honesty always trumps. Always.

8. Be optimistic. See the best in people and opportunities.

9. Be curious. Learn constantly. Read everything you can. Ask questions. Add to your information quotient daily.

10. Be passionate. Love what you do. Do what you love.

11. Be present. Wherever you are, be all there. Look people in the eye. Listen. Have empathy.

12. Be hopeful. Create a vision that tomorrow can (and will) be better than today.

13. Be courageous. Step out and take a risk right now. Face fear and lean into it.

14. Be a hustler. Get it done. Work your guts out.

15. Be vulnerable. Authenticity. Let people see the real you. Open up.

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Become a Great Finisher

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I love leaders who execute. Leaders who get it done.

Leaders who can take a project across the finish line.

Great Leaders are Great finishers.

When it comes to hiring new employees, no other characteristic is more important than someone who can finish. It is the #1 trait related to work ethic that I look for in a new hire.

Anyone can come up with a new idea, a new concept, a new pithy word, a new organization, or a new perspective. This is a bit overrated in the leadership landscape.

What ultimately matters is whether you can take an idea from concept to completion. This is the secret sauce. The differentiator. And to do that, you have to be a finisher.

And you have to have finishers on your team. The folks who are intrinsically wired to make things happen, and bulldog their way to the finish line. They find joy in checking things off the list. But not just a task machine. Anyone can take an order and then go complete it. What matters is whether you can carry the ball all the way down the field and actually cross the finish line.

Take a moment and think about who that is on your team. If you don't have someone in this role, go find them immediately. This is incredibly important if you are the leader- you have to have someone on your team in whom you have ultimate confidence that if you hand them a project, they will get it done... and without your constant management of them. The answer can't constantly be "we're still working on it....". That is an excuse for either being lazy or unfocused. You're either moving forward or backwards.

And for every organization, it is imperative that everyone plays the finisher role. Including you as the leader. CEO's, creative directors, marketing VP's, Executive producers, and Discipleship pastors- all have to be able to get it done, to make it happen. Now some have to execute more than others, but no one can only be the "idea" person. Everyone is required to execute and own projects from start to finish. It's a non-negotiable.

From my time at Catalyst, one thing we always take incredible pride in is being able to take a concept and turn it into a finished project. This is a distinctive part of our culture here. We're serious about it. It's part of our DNA.

Be a finisher!

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8 Ways to get Un Stuck

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Sometimes we just feel stuck. Not that anything is really wrong, but more the sense that we're not going anywhere. That place where you sense that things are okay, but not great. Where it seems like you are just going through the motions. Dependable and reliable, yes. Consistent, absolutely. But not necessarily bringing your A-game.

I know the feeling. For me, this usually happens after an event is over. About 10 days-two weeks later. I usually just feel stuck at that point. I have a hard time being creative, being intentional, getting things done, moving the ball forward, and making decisions. I feel like I'm walking in knee deep mud at these points.

Another time of the year many of us feel stuck is mid winter. For you it could be late summer, or just after a big project has been completed.

If so, here are a few things to do:

1. Get out of your "normal" routine. Break up your schedule. Go on a trip. Visit someone you've wanted to see for quite a while. Hang out with people you don't know but want to learn from. The key on this is break up your "normal" with something that is out of place, out of context, or just simply breaks up the rhythm. Makes you see things from a different vantage point. For me, when I travel, it usually "unsticks" me.

2. Go back to the Basics. Sports teams will go back to the basics to get out of a rut. In football it's back to "blocking and tackling" or  in basketball it's back to "passing, dribbling, and shooting." For you, this could mean a number of things, but in essence, returning to the foundations of what you do, why you do it, and how you are uniquely designed to be doing what you are doing.

3. Jump on the Inspiration train. When I get stuck, I usually take time to find some stories of inspiration, read some emails, watch some videos, and allow myself to be re-inspired and re-energized. Jump on the TED website and search for some inspirational talks.

4. Talk with someone who motivates you. I also like to make sure I find some time to spend on the phone or in person with people who inspire me, because they usually can pull me out of my funk that I'm in. Make sure you have some people in your life who are motivators and inspiration icons- when you are around them it just fires you up. Could be a friend, a boss, a mentor, or someone you don't know well. For me, I'll call Bob Goff. If you know Bob, you know what I mean!

5. Keep it simple stupid. Kiss. Figuratively, not literally...! Start a new to do list with no more than 5 things on it. Get those done. Then move on to the next 5 things to do. Don't overwhelm yourself with a to do list that is unachievable and not reachable. Focus on simplicity and clarity.

6. Hang around kids. Whether your own kids or someone else's. Children have a way of providing inspiration because of their imagination, childlike faith, and sense of amazement at everything.

7. Exercise. Take a run, go swimming, work out, climb a mountain, jump on a bike, water ski, play basketball, or whatever activity fits you.

8. Lean into your passions. Might be that you deeply love music. Listen to your favorite songs. Might be that you love sitting on the beach. Could be hanging at your favorite cabin in the mountains. Or maybe you like to work on cars or tinker with inventions. Whatever your passions are, lean back into them.

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12 Tips to Help You be a Better Speaker and Communicator

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1. End on time. So simple, but so hard for so many speakers I know. 2. Don't ask if people can hear you. They can. And if they can't, the sound guys will turn up your microphone. This is incredibly distractive.

3. Avoid open ended questions with your audience. Those can be incredibly awkward if no one responds. For example, "are you fired up?" If no one answers, or even one person, you're off to an awkward start!

4. Always thank your host or sponsor. It creates connection, and also shows that you are actually aware enough to know who's behind the event or gathering you're part of.

5. Make room for questions. Not always an option, but anytime you can create a conversation with those you are speaking to, that's a good thing.

6. Don't read your slides. I can read your slide. You don't need to.

7. Never throw the production or front of house or audio team under the bus. This is a cardinal rule.

8. Tell stories. Be personable. Stories create connection and vulnerability. Stories fill in the gap between you as the expert and everyone else as the wanna bee's.

9. Be authentic. If you aren't funny, don't try to be. Be real and who you truly are. Approachability is crucial.

10. Always have a call to action. Leave those in attendance with something to go work on. The point is to Change and Do Something!

11. Look people in the eye. Whether it's 10 people or 10,000 people, eye contact is imperative.

12. Be passionate. Your level of passion will give permission to the audience to lean in with you. Move towards Heart and soul, and emotional intelligence. Leave it all on the field! Make sure you create emotional hooks, and take people on a roller coaster instead of a train when it comes to passion level. Trains are good for sleeping on….!

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Great Leaders are committed to the Insignificant

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As Leaders, we live for the moment. The big moments that are memory makers. The home runs. The winning "touchdown." The deal that launches our organizations or business to the next level.

The significant benchmarks in life that define us and shape us. The times that people will talk about for years to come. When the adrenaline is dialed up and we step in.

But ultimately, faithfulness looks most like being disciplined and faithful to the small things in life and leadership.

Great leaders are committed to the Insignificant.

The making of a leader takes time, and I believe is revealed and refined through the continual steadfastness in the small things.

Our character, our sense of who we are, is defined by the insignificant points in life when no one is watching, when no one really cares. The times when it doesn't seem to matter. The points where it is difficult to actually finish the project. The pain points when we wonder is this what God has actually called me to do. The moments when it would be okay to cut corners but we stay committed to excellence.

This is where the foundation of faithfulness and our character as leaders is created and solidified. Jesus describes this in Luke 16:10 "He who is faithful in a very little thing is faithful also in much; and he who is unrighteous in a very little thing is unrighteous also in much." Be faithful to the small things.

Perseverance is crucial to being a disciplined leader. Staying true to the process. There is beauty in the process, and we are shaped by the journey.

The process defines us. No overnight transformation. No shortcuts. It takes years to be shaped into the leader God has called you to be. The nitty gritty daily grind of walking steadfastly in the mundane and ordinary that shapes the extraordinary.

Great leaders are always growing, learning & moving forward. It's a journey, not a destination. Effective leaders never stop growing and getting better. They are curious, committed, and coachable. Always a student and desperate to learn.

And committed to making the small things, the seemingly insignificant projects and assignments that no one seems to care about, the best they can possibly be.

Stay committed to the insignificant!

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8 Ways to Honor Your Leader

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Leading is not easy. And it's even more difficult if those on your team aren't equipped well to follow. We all have leaders that we work with, for and around. And every leader I know values being honored and respected. Honor is a really big thing. And incredibly important as it relates to being part of a team.

And especially relevant to young leaders, many of whom are working for leaders who are older than them.

Here are some ways to honor your leaders:

1. Pray - a huge one. Pray for wisdom, for clarity, for compassion and for a clear vision for your leader and leaders.

2. Encourage- lift your leaders up in public, and critique them in private. Tell them how you appreciate them. Consistently. Write them a note. Pour into them.

3. Confront- if you see something out of whack, tell them. Most leaders crave input and feedback, so give it to them. Push back on their ideas and convictions when appropriate. Confrontation works best though when encouragement and service and trust have been given freely for a long time. Confront in moderation.

4. Serve- be willing to carry the load. Get things done. Deliver more than you were asked to do. Be action oriented. Anticipating is a great way to honor. Figure out what needs to get done before your leader has to tell you.

5. Trust- incredibly important. Follow them. Put stock in the fact that they have your best interests in mind. Fight against sarcasm and cynicism.

6. Understand- know what drives them, what motivates them, and also what frustrates them. Lean into the things that motivate them, and avoid the things that frustrate them.

7. Protect- always have their back. Stand up for them. If you hear something negative, fight it. Sometimes we actually find misguided joy in ganging up on our leaders in order to make ourselves look and feel better. Avoid this.

8. Release- give your leader permission to lead you. Lean in. Have a posture of humility, respect, and openness to follow them. Open hearts and open minds, vs closed thoughts, arms crossed, and a made up mind.

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8 Ways to Empower Your Team

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Leaders: one of the key things you must ALWAYS do is empower your team. As I've learned over the years, most leaders at their core are control freaks, which is part of the reason they are successful. But we all must learn and recognize the need to empower those around us to succeed and do what they do well. Most leaders think they can do it all on their own, and many try, but ultimately in order to grow a successful organization that outlives you, as the leader, you have to empower those around you. Here are a few thoughts on Empowering your Team:

1. Give them the opportunity to make decisions, and don't second guess them. A lot of us as leaders are willing to allow our team members to make decisions, but want to step in as soon as we see something done differently than we would do. Don't make that mistake. It is totally demoralizing to your team. Believe me, I know from experience!!

2. Assign them responsibility by them owning key projects from START to FINISH. So once we allow team members to make key decisions, now we have to allow them to own projects and feel the responsibility of completion.

3. Give them Freedom combined with Accountability. Freedom without accountability can lead to a great place to work with nothing getting done. Accountability without Flexibility can lead to a terrible place to work with things getting done but everyone hating their job. These have to work together.

4. Fight for them. Whether it's standing up for them to your boss, or standing beside them and supporting them in a disagreement with a vendor, always take the stance of fighting for them and being willing to go to battle for them.

5. Encourage them. This is the one we so often forget. I know I do. I tend to keep pushing without stopping to say thanks. But encouragement can go the furthest in creating team chemistry, longevity, and commitment. Reward them with small gifts, extra unexpected bonuses, cards, etc. Be unexpected in your thankyous. Hand them out without bias. No one has ever been too much of a true encourager!

6. Counsel, coach and instruct. Not necessarily the same as encouragement. Great coaches do this well. They scream at you and make you better, while also putting their arm around you and giving you "ego biscuits" when needed. Two different parts of empowering, but both equally important. Instruction is key for releasing again and again, and assigning more responsibility.

7. Overwhelm them. Not on a continual basis, but ultimately your team members should constantly feel a bit overwhelmed by the projects or assignments they are working on, not underwhelmed. Many of their projects should cause them to feel like they are not prepared or ready. If they feel underwhelmed, they will probably end up looking elsewhere for greater assignments and more responsibility.

8. Give them permission. Permission to take risks, to fail, to represent your organization to others, take on responsibility and stewardship, and many other things. But ultimately give them permission to push back. Give them permission to call you out as the leader (appropriately, of course). Give them permission to argue and fight for their idea, even when it looks like it's directly competing with your idea as the leader. Permission to push back. This does wonders.

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To "don't Do's" as a Young up and Coming Leader

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For young leaders who are "up and comers," here are a few things to NOT DO as you continue to gain influence, responsibility and authority. DON'T DO THESE:

1. Believe that you are "the answer."

2. Stop honoring those who've laid the groundwork before you.

3. Write off all the folks who finally helped you "arrive," who might suddenly seem insignificant or unimportant.

4. Remove yourself from reality by surrounding yourself with "handlers" and those only interested in being "yes" men and women.

5. Believe the hype and regard yourself as crucial, and ultimately more important than all others, in connection to the success of the organization or project.

6. Adopt a scarcity mindset, believing that everything is a zero sum game.

7. Lose the passion for collaboration and partnership, whether in your community, or industry, or network.

8. Become cynical and pessimistic at every turn.

9. Stop "dating" your spouse and intentionally building into your closest friendships.

10. No longer see learning as a priority since you now know everything.

DON"T DO THESE.

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6 Ways to Become Skilled at the Follow Up

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Leaders get things done. They are action oriented and always moving towards the finish line. As all of us know, when dealing with other people, other organizations, and other teams, many times the project or initiative bogs down because "you haven't heard back from him" or "she never emailed me to confirm" or "I'm still waiting on them to send over a fax" or "I called and left a message, but don't want to bother them again." When other people get involved besides us, things get more complicated.

If you want to truly get things done, you have to become skilled at the follow up. Here are a few things I've learned over the years:

1. It's always your responsibility to initiate. Obviously if you are the one asking for something, then you have to initiate. But even if you're just part of the project or one of the steps in the project, you need to always feel responsibility to initiate.

2. We're all busy. Never take offense or get your feelings hurt because someone hasn't responded to your initial invitation or request. Very rarely is a lack of response personal. It's just because people are busy.

3. Figure out how best to get an answer. Many people don't return phone calls anymore, but if you text them, they'll get right back to you. Be smart. Customize your communication if you want a quick response.

4. Make it easy to get a response. Make sure it's one step to confirm or respond or get you the information you need. Don't make folks jump through multiple hoops in order to get you what you need. Remove all the barriers.

5. Create a deadline. Make sure you are very clear in your initial request and in your follow up what you are asking for, as well as when you need it. Sometimes we forget to create urgency and expectations alongside the request.

6. Aggressively pursue until you get a yes or no. If it takes 5 emails, then send 5 emails. If it takes 3 phone calls, make 3 phone calls. Get it to the finish line.

What are some of your secrets in regards to following up and getting things done?

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8 Characteristics of Great Teammates

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Great teams are a joy to watch. OKC Thunder, Miami Heat, Seattle Seahawks, and more. And of course my beloved Oklahoma Sooners! Reality is, we are all part of some kind of team, wherever we are in life. Family, church, volunteer, sports, business, community, social. As Leaders, it's equally important for us to know how to follow and be a great team member as it is how to LEAD and be a team leader. In fact, many believe to be a good leader, you must first be a great teammate. And I would suggest that great leaders are equally in tune with how best to be a teammate, along with how to lead well.

So here are a few thoughts on being a great team member:

1. Good teammates are great finishers. They get the job done. They take projects across the finish line.

2. Good teammates anticipate. They understand what needs to be done next before others, and are always looking for ways to make the process better.

3. Good teammates criticize their leader in private, and praise in public. Enough said on that.

4. Good teammates are trustworthy. When given an assignment, a leader can be assured that it will get done. This is incredibly important.

5. Good teammates are vision copycats. They take on, embody and live out the vision and mission of their leader, and of the organization.

6. Good teammates make their leader better. They push their leader, and know how to lead up appropriately and intentionally.

7. Good teammates make their other teammates better. They know how to lead their peers and lead across in an organization, and don't rely on the leader to be the only one motivating the team, as well as holding the other teammates accountable.

8. Good teammates lead themselves. They don't need to be managed, and aren't needy. They don't need all the attention from the leader.

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9 Ways to Truly Connect in a Conversation

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Connecting in a conversation is very important. Whether someone you are meeting for the first time, or everyday greetings in your office, close friends.a follow up meeting, or a longtime business associate, it's important to properly connect. So here's your cheat sheet for connecting in a conversation.

1. Start with a proper greeting- We've talked about this before. Handshake, bow, hug, etc. Figure out what is appropriate and then stick to that.

2. Look them in the eye. It's amazing how many folks still can't do this. Here is a post with more about this.

3. Listen more than you talk. Ask more questions than you give answers. Listening is an art.

4. Find at least one area of common interest. Look for the area you all have common interests in. Food, cooking, sports, church, family, hobbies.

5. Make at least one valuable connection for them. Might be that you commit to introducing them to a friend of yours, or you heard about a business opportunity they might be interested in, etc.

6. Create one simple action item. Could be a follow up call, another meeting, an email they need to send, an email you need to send, or a simple reminder to connect again soon.

7. Ask great questions. Here are a few:

What are you learning lately?

Who has had the greatest impact on you?

What gets you up in the morning and keeps you awake at night?

What do you love most about your family?

What do you love most about your job/profession?

What are you most excited about right now? 

8. Look for opportunities to provide encouragement. I don't know anyone who doesn't like to be encouraged. Find places in the conversation where you can provide some "ego biscuits" (as my good friend Steve Graves always told me).

9. Give plenty of "conversation exit ramps." Always give opportunities in a conversation with someone new the ability to exit quickly. Options to jump out of the conversation and into another one. This is paramount in environments where there are lots of other folks- dinner parties, weddings, social gatherings.

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Great Leaders always Write it Down

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Young leaders consistently ask me: "what's one practical piece of advice for becoming/being a leader who gets things done?" A leader that is trustworthy and reliable. The kind of leader when you ask them to get something done, you have complete confidence that it will happen. My answer is always the same: Write It Down. Always. What do I mean?

1. never show up to a meeting without a pen and a notebook. My preference is a sharpie and a moleskine notebook. But doesn't matter whether it's a legal pad or a Red Big Chief pencil, Or your iphone or laptop. ALWAYS show up to a meeting ready to record thoughts, ideas, takeaways, and action items. I tell my team this all the time, whether we are having a group meeting or individual meetings.

2. carry a pen and notebook with you wherever you go. If you have a thought, write it down. Remember a task that needs to be completed while in your office, capture it in an email or in a running to do list on your desktop or in Evernote. In the car?.... capture it on your iphone audio memo or on a dictation machine. Great ideas seem to always hit us at random times. But always make sure it is captured somewhere. Always.

3. create a system for organizing your ideas and thoughts. I did a blog post a while back about this entitled The Way I Get Things Done. Highlighting how and where I capture ideas and the way I organize them on my computer and in different email folders and notebooks.

BONUS thought: One of the most important, if not THE most important person in the room during a brainstorming or creative session is the notetaker. And if you don't have a notetaker for these meetings, find one. Don't have another meeting without one. It has to be someone who is really good at listening, filtering, and capturing. It CAN'T be someone who is actively engaged in the creative or brainstorming elements.

By doing these things, it frees you up to have energy to be creative, think outside the box, dream, and ultimately have a list that works and a way to keep a running account of what items are on your list to get done.

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8 Tips for Leading from the middle of the Organization

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Leading from the middle of the organization is tough. Lots of responsibility, but limited empowerment. Less money, but more work. More to manage, but less training. And on and on and on. Reality is, most influence within organizations always comes from the middle, and not from the top. Those leaders "in the middle" of any organization are crucial to the success of  the mission, vision and values being lived out.

So how do you deal with this reality?

1. Understand your context. Truth is, influence doesn't require a title or position. You can wield influence from anywhere in the organization. Especially in today's cultural reality of flatter and more entrepreneurial organizational structures.

2. Be a linchpin. Be remarkable. Be so good at what you do that those around you have no other option than to take notice. Make others talk about you, in a good way of course.

3. Anticipate the needs of your boss or those above you. Understand how to best serve them and remove responsibility from their plate onto yours. If you are creating more work for your boss instead of less work, that's a problem.

4. Celebrate the accomplishments and wins for those below you. Be a cheerleader and mentor to your team and those who work for you.

5. Collaborate with those next to you or besides you. Collaboration with your peers in the organization is key. Serve them well.

6. Be trustworthy. This one is huge. It doesn't mean that you don't screw up or fail, but it means that you are worthy of being trusted. Make good decisions. Be honest. Be Authentic.

7. Lead like you are at the top. Your perspective should be that of an owner. This means you don't use the phrase "they are...." but instead speak in terms of "we are...." Big difference. Remember, influence can happen from anywhere in the organization.

8. Embrace the position you have. Don't be bitter. Lean into it. Be the best in the world at your current role. Be present.

By the way, as additional reading on this topic, I highly recommend John Maxwell's 360 Degree Leader book in regards to this topic. One of my favorite books from John.

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9 Thoughts on Why most Meetings aren't Needed

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I have to be honest- I despise most meetings. Now don't get me wrong, some meetings are important and needed. I love brainstorming and creative meetings when there is lots of energy and ideas being thrown out. I like meetings where ideas are being moved to completion. I like meetings where we are solving problems and coming up with solutions. But meeting for meetings sake is unproductive, demoralizing and a waste of time. Too many organizations and churches build their "get it done" culture around the go to answer "let's meet about it." A meeting becomes the default for everything.

Here are a few thoughts on meetings:

1. Always try your best NOT to meet vs always looking for an excuse TO meet.

2. If you can solve an issue or figure out a solution or agree through email or a quick 30 second in person conversation or phone call, don't schedule a meeting.

3. Most meetings, ultimately, should instead be quick stand up conversations for no more than 5 minutes. Get to the point, make a decision, and move on.

4. Many "managers" plan meetings so they'll actually have something to do and can justify their existence. This is not great management.

5. You DO need to meet on a regular basis with your team or staff and connect, cast vision, laugh, etc. More for creating culture than anything else.

6. Instead of a culture that defaults to "let's meet about it," build a culture that thinks "let's go make it happen." When in doubt, don't meet. Just go make it happen. Execute. Take the project to the finish line. "Ship it" as Seth Godin says.

7. Meetings must lead to action. Always. If at all possible, don't schedule a meeting, again unless it is really needed and leads to action.

8. If a meeting is required, LESS participants (as a general rule) is better and more strategic than MORE participants. More than 5 people in a meeting trying to get something done bogs down the process.

9. Always ask following a meeting: "Did we accomplish anything? Or just create more work and more bureaucracy?" Consistently measure the value of each meeting, and get rid of it if you're not accomplishing anything.

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