By God’s grace, for the second time in a row, LeaderSource SGA was selected as one of the recipients of the Leadership 500 Excellence Awards for 2014 “for outstanding achievements in leadership development and programs.” In addition we were selected as a “Top 10 finalist” in the Non-Profit Organizations Category. The complete list is here (we’re on page 12). We thank God for this honor.
Here’s a powerful article on how people learn. Can you imagine using a formula like this to actually help you ride a bike? Apply this to leader development. What are your thoughts?
Here’s an extract from an article on Forbes.com:
Instead of taking on the formal role of sole coach or mentor to those you are responsible for developing (or to meet that performance metric of “develops others”), you can help your talent build a network of relationships that will – as a whole – provide the support they need for the next role or level.
Research conducted by Kathy Kram (Boston University) and Monica Higgins (Harvard University) indicates that people who develop faster have a strong network of developmental relationships. This parallels findings from Rob Cross of the University of Virginia that shows a clear correlation between high performance and robust networks.
Then, after some suggestions on how to do this, the writer continues:
With this simple process, your direct reports and mentees can start looking for and lining up key people to add to their developmental networks. You’ll check in periodically and even steer them to specific people, make introductions, but you are no longer front-and-center in the development process. Your mentees are not exclusively “attached” to you – freeing up your time and energy. Just as important, your talent doesn’t have all their relational and developmental assets tied to one person.
Another plus? The organization benefits from a more robust pool of people involved in building talent.
One last note to all you over-scheduled senior managers. Don’t overlook your own developmental networks. The same strategies that will work for your mentees or direct reports will work for you.
Does this sound familiar?
Of course this is the role of the church in the lives of leaders and in the process of healthy leader development.
For more, see this page.
A satirical video purporting to show African pop stars uniting to support frostbite victims in Norway is “a smart way to question” the effectiveness of aid to developing countries and the assumptions that often underlie it, a reporter who covers development policy writes in an International Herald Tribune column.
This “Radi-Aid” video urges Africans to send radiators to help Norwegians stay warm. Journalist Dayo Olopade writes that the mock campaign effectively shows viewers how such efforts can play into stereotypes about the developing world and ultimately do more for donors’ self-esteem than for the intended aid recipients.
Also see the original site.
The following are some observations regarding recent advances in the church/missions world over the last few years.
Development in Christian Ministry Thinking and Practice:
Here’s a great article from The Atlantic:
Social media—from Facebook to Twitter—have made us more densely networked than ever. Yet for all this connectivity, new research suggests that we have never been lonelier (or more narcissistic)—and that this loneliness is making us mentally and physically ill. A report on what the epidemic of loneliness is doing to our souls and our society. Read more.
When you do great projects, you accomplish great things. When you build people, you build the future; the world is changed.
Good Shepherds are willing to lay down their lives for their sheep (see John 10:11). As spiritual leaders walking in the footsteps of Jesus, we are called to lay down our lives for our people. This laying down might in special circumstances mean dying for others. But it means first of all making our own lives – our sorrows and joys, our despair and hope, our loneliness and experience of intimacy – available to others as sources of new life.
One of the greatest gifts we can give others is ourselves. We offer consolation and comfort, especially in moments of crisis, when we say: “Do not be afraid, I know what you are living and I am living it with you. You are not alone.” Thus we become Christ-like shepherds.
By Henri Nouwen
Take a look:
School’s New Session in the latest edition of Fast Company.
General Assembly is far more flexible than an Ivy League institution. It iterates and updates its offerings every few weeks, based on detailed student surveys. When its students said they wanted to study Android development, General Assembly ginned up a class two weeks later. A traditional college might take years to meet a new need. This close-to-the-ground, customizable model has been a missing piece of the innovation ecosystem. Top universities can’t always move fast enough to provide the technical and entrepreneurial skills needed in this new world.
A research-based, time-tested guideline for developing managers says that you need to have three types of experience, using a 70-20-10 ratio: challenging assignments (70 percent), developmental relationships (20 percent) and coursework and training (10 percent).
The 70-20-10 rule emerged from 30 years of CCL’s Lessons of Experience research, which explores how executives learn, grow and change over the course of their careers.
Does this sound familiar?
Of course, CCL is missing one core dynamic: the spiritual dynamic.