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Good administration provides predictability -- a clear purpose and guardrails that mark the outer limits of what is permissible -- while also empowering employees to choose a path or suggest a new trail, writes the executive director of Leadership Education at Duke Divinity.
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To cultivate trust, leaders must contribute to a sense of safety, commit themselves to listening, empower others to act, learn from their mistakes, and promise only what they can deliver, writes the executive director of Leadership Education at Duke Divinity.
Poster of the U.S. presidents by Georgia Fowler
A challenge for most religious institutions is that our processes for filling leadership roles privilege those who were formed in our institutions -- not those outside, unlikely candidates more likely to lead transformative change -- writes a managing director of Leadership Education at Duke Divinity.
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For the greatest impact, leaders must identify their greatest gifts and apply them to an institution’s most pressing challenges, writes the executive director of Leadership Education at Duke Divinity.
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Christian leaders should create good laws because they love their people, writes a professor of leadership and communications at Southeastern University.
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Courageous institutional leaders work to hire and develop the next generation of leaders -- even knowing that those leaders likely will leave to work somewhere else, writes a managing director of Leadership Education at Duke Divinity.
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Many leaders think they don’t have the time to help others understand their work within the larger mission of an organization. But they do, and they should, writes a managing director at Leadership Education at Duke Divinity.
Churches today may have as many as five generations among their members. Differences between people of different ages can be a source of friction and also an opportunity for growth. Bigstock/Nosnibor137
In churches, as in the workplace, generational differences are a challenge. Understanding those differences helps congregations ask the right questions, says the author of two books on generational issues.
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Offering constructive feedback takes time, preparation, courage and clarity. But it’s worth it -- clear feedback leads to growth and change.
Aiming for a five percent turnover in staff, volunteers or partners each year creates opportunities to challenge long-held assumptions, habits and processes.