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Spiritual Leaders Coach Their Followers Carefully 2

I’d like to continue some reflections on this theme of coaching followers, a topic I dealt with before the summer vacations. Coaching followers is an important quality of spiritual leaders. Coaching others requires that leaders be reflective, have political savvy, and maintain spiritual depth.  Reflection is needed to receive creativity, political savvy is needed to deal with and direct the resulting changes, and spiritual depth is needed to preserve balance and perspective amidst the change.  Coaching others presumes intensity of conviction in the leader who is striving to manage, then empower, and finally liberate the performance of others.  Intensity of conviction is very subjective, self-confident, and can be influential, and it must be managed by a genuine respect for others and their views, an attitude of benevolence toward others and their as-yet-unknown responses, and an openness to be changed by others’ input.

Coaching others means helping followers see the excitement that comes with change and crisis and training them to invest in innovative skills that gives the ability to provide alternative solutions that others do not. Coaching others means challenging others to exceed their potential and in doing so exceed one’s own. All this is part of serving others in new circumstances, even relishing change because it gives opportunities to serve perennially in different situations. Approaching change in this way requires humility, passion, boldness, and courage. Coaching for times of change means helping followers retain high levels of self esteem, intensity of conviction, and self-confidence linked to humility. It also insists that simple aspects of life should not be neglected—appearance, verbal skills, body language, patience,  politeness and civility.

Managers quickly become obsolete, whereas leaders know their tasks are ongoing. They continue to form, support, and coach the new leaders to whom they delegate responsibility.  The goals of leadership outlive the leader in his or her followers.  However the leader does not withdraw after delegation but continues to be supportive by fostering personal growth and deeper understanding, offering feedback, and building new skills in followers. Leadership means giving of your best and getting others to give their best too.

Dedicated leaders live in a state of continued dissatisfaction with things as they are and are always striving for something more from themselves and their followers. To be satisfied would mean losing the vision.  Thus, leaders continue to model the vision, to proclaim the ideals of the organization by building-up its image, to transmit a shared vision with persuasiveness and inspiration, to demand high expectations of followers, to support followers with high levels of confidence, and to motivate others to the best of which they are capable. A leader helps followers grow in their own leadership style, stressing the ongoing quality of their work, their organizational and societal contributions, and their quality life. A leader will always need to show flexibility, seeking each follower’s way of leading. The only part of vision in which the leader shows no flexibility is the continuing need for commitment to values.

 

 

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Spiritual Leaders Coach Their Followers Carefully

 

One of the key qualities of spiritual leaders is the ability to coach their followers.  Change-leaders encourage their followers to look at things in a different way.  This means understanding followers, the way they think, and the way they do things.  It implies training them to go away from present views at least long enough to be influenced by something different.  But coaching must be done skillfully, and it generally implies giving people important work to do, discretion and autonomy over this work, visibility and recognition for what they do, and the know-how to establish connections with people of power and position.  Coaching followers requires strategic skills–modeling a form of leadership based on vision and values, establishing trust among a group of followers, training in team performance, collaborative learning and partnership building.  A leader needs to allow followers to improvise and then to learn from their success and failures.  There is no risk-taking without error, but no newly created future without risk-taking. Above all, a leader who wishes to coach others to be visionaries must let others have control over their own lives, for it is this sense of freedom that capitalizes on an individual=s energy, creativity, and enthusiasm.  When a leader can encourage a sense of risk and improvisation in others and link these approaches to humility, then provided there is a solid foundation of competence and genuine perseverance in dedication to values, a leader can unleash profound power, passion, boldness, and courage in the organization. McLean and Weitzel (Leadership: Magic, Myth, or Method, 186) suggest six steps to unleash leadership potential in oneself or others: 1. Practice influencing others, 2. See similarities between self and others, 3. Recognize and meet others= expectations, 4. Accept and let go of leadership roles, 5. Provide support for each other, 6. Always know your own worth and accept your own stature.

Some Key Qualities of Spiritual Leadership (Part I)

SPIRITUALITY AND LEADERSHIP

One of the key components of spiritual leadership is dedicated service. The spiritual leader draws on the inner values of his or her life and later makes the choice to serve others by a commitment to leadership. Spiritual leadership begins with an attitude, it is a form of service rather than service being an effective way to lead. It is easier to be a servant and to learn how to lead than it is to lead and then to learn how to serve.

From the very start of leadership one must be ready to live with an honest vulnerability.  The leader recognizes that leadership is a gift and is always aware of his or her own weak and lonely experience of self. He or she knows there is strength in discipline but also in honest vulnerability. Leadership is not a way to power over others but a call to nurture the gifts of others. It means letting go of the desire to be always right, or to always have the answers. Successful leaders who admit their mistakes clearly earn more respect from their followers than do those who unsuccessfully try to hide them.

One quality that followers expect to see in their leaders before all others is inner integrity. Credibility is the foundation for leadership. Followers understand that how a person does something says a lot about his or her values. Leaders must continually ask themselves what grade on trust and credibility other colleagues on an administrative team or followers would give them.

Commitment to example can have a powerfully pervasive influence on an organization, even though it is generally haphazard and unsystematic. Modeling leadership is now viewed as one of the prime responsibilities of anyone in authority. So, acknowledge mistakes, avoid criticizing others, work hard and smart, refrain from office politics, stand up for principles you believe in, be open minded, diplomatic, positive in your attitudes, energetic in your work, a team player, and be enthusiastic, respectful of workers, and never become comfortable in your job.

An important complement to example is coaching and guiding participation. This kind of leader can identify the strengths of others and let go of his or her own position in favor of someone else’s. Such a leader can rejoice in other people’s growth in leadership rather than be  threatened by it? Such a leader has the patience to wait for others to learn from example.

A further key component of quality leadership is the ability to create a climate of mutual trust. Without this an organization is filled with suspicion and vision is lost. A leader needs to treat everyone graciously and maintain trust with those above him or her and those below; at one time a leader and at another a follower, he or she enriches the organization with increased trust levels.

Influencing others to be visionaries is a part of the selfless dedication of a spiritual leader. This requires of the leader that he or she be present to others, giving time and effort to facilitating the surfacing of their vision, and also that he or she has the ability to clearly articulate a credible vision for the future, and to enthusiastically motivate others to join in that shared goal.

Something leaders can do immediately

Some Short Term Goals for Spiritual Leaders (Things one can do immediately)

Dedicating oneself to leadership may well be the work of a lifetime, but there are plenty of strategies anyone can implement immediately. These are strategies that get things done but also get an individual thinking in different ways about leadership.

1. Learn more about leadership

Study leadership and do not presume you are a leader. Leadership does not just happen. It is the result of studied commitment. You study how to do the job like a physician learns surgery.

2. Behave in ways that are consistent with your stated values of your leadership.

Audit your own reactions. Religious traditions have always taught followers to examine their consciences on the failures of the day. Make sure that you examine yourselves on your leadership. That is where you spend most of your day, every day.

3. Give credit to others whenever possible.

Good leadership is nearly always invisible, someone else gets the credit.

4. Listen to followers.

Listening creates a different atmosphere and builds strength in others. This means making a deliberate decision to talk less in meetings and listen more, identifying at the end of each meeting what you have learned from followers. Learn what bugs your people and react to problems by listening first. Genuine listening includes openness to the needs, motives, and hopes of followers.

5. Establish ownership for everything you do.

This means excelling in communication and collaborative discussion. If institutional priorities are only the priorities of a few, they can neither expect nor do they deserve significant support.

6. Learn to be an executive.

Be executive not only to your boards but particularly to the ideas and visions of those you serve. Authentic leadership percolates up from the grassroots, it does not filter down from high up in the structure.

7. Stop making decisions.

Invite everyone to assume responsibility. So, strengthen people by sharing information and power and increasing their discretion and visibility.

8. Get out of the way.

Examine your organization to get rid of unnecessary rules and regulations that put controls on others initiative. Belasco suggests, ARestrain yourself from helping people out of their responsibilities.

9. Insist on serving, even in the face of power.

If your boss continues to be autocratic, you must still live as a faith-filled leader, dedicated to servant leadership. You may have to tolerate autocratic behavior no matter how benevolent it may be, but you neither have to endorse it nor imitate it. If you work with autocrats do not participate it will only encourage them.

10. Improve participation in decision-making.

Establish pilot programs within the system or organization. You can not be a spiritual leader whose leadership includes a vision of service while preserving an autocratic environment.

11. Make hope a priority.

Affirm people, give them high but attainable goals, challenge and reward especially with natural personal rewards of appreciation. The most significant rewards in working life today do not cost anything. A good leader can maintain a strong sense of urgency to attain the group=s goal. This inspires hope in others

12. Celebrate your people’s successes.

Be a cheerleader, scheduling celebrations at all levels of your organization and encourage others to do so.42 Honor people’s key achievements with public recognition. Not only celebrate when someone reaches a goal, but also when someone reaches their potential. Celebration should not become routine and at times even meaningless, rather find opportunities to surprise people with a celebration of their successes.

13. Deepen reflection in life.

A spiritual leader is nourished by reflection and knows that vision, creativity and imaginative resolve come from prayerful reflection. The leap of imagination, the ability to find alternatives that no one else sees, the skill to identify common ground in disparate data—these  skills are related to reflection and prayer.

All leadership development is ultimately self-development and little else will help our growth as human beings and as Christians as much as a commitment to leadership. Spiritual leadership is not just another management style. It is the result of a conversion and it begins with a renewal of attitudes. While spiritual leadership is an attractive vision it is clear that not many individuals are willing to become this kind of leaders. It is the result of a deliberate personal choice, it requires a commitment in love, and it includes significant sacrifice. Spiritual leadership is very costly. It is neither a technique, nor a strategy in a long range plan. It is way of life, results from conversion, changes the whole focus of one’s way of dealing with others. It is also the most significant vision of leadership for the generation ahead.