Practices are the things we consistently say and do to exercise transformative influence on the people and organizations we lead. This cohort highlights 8 specific practices leaders should continue to refine and embed in the way they lead others.

QUESTIONS

1. What practices do you consistently exercise that you feel make a profound impact on others?
2. Do you current have a plan for enhancing your current practices?

Great leaders model behaviors they hope that other leaders also replicate. What they say and do should reflect the mission, vision, and values of the organizations they serve. Many leaders model the way for others but fail to challenge other leaders to do the same.

QUESTIONS

1. In what ways do you embody the mission and values of your organization?
2. How often do you talk about your organization's mission and values?
3. In what ways do you celebrate the fulfillment of your mission?
4. In what ways do you measure your impact?
5. In what ways do you send mixed messages to others based on what you say and do?

Leaders are future-oriented. They define reality, anticipate the opportunities and challenge they will in the, and they invite others into conversations that inspire a shared vision for their organization.

QUESTIONS

1. Do you invite people to dream about your church?
2. Do your members/leaders know your dreams for your organization?
3. When and where do you co-create a better future?
4. Who are the dreamers in your setting that you need to partner with more intentionally?
5. How will you create space for intentional dreaming?

Leaders remove the "friction points" in their organizations that prevent people from doing their best work. They run interference for others and they have each other backs when they encounter resistance. They improve systems and processes that hinder decision-making and the quick implementation of strategies.

QUESTIONS

1. Do people know what you're seeking to accomplish?
2. Do people know what it matters?
3. Do people know how the plan will unfold?
4. Do people know their personal contributions?
5. What do people need to success?
6. What are the obstacles that need to be removed?

Great leaders recognize the importance of getting the right people on the bus, and in the rights. They position people for maximum impact. They also get the wrong people off the bus.
In addition, they properly onboard, support, and resource leaders to be successful in their endeavors.

QUESTIONS

1. What's your process for inviting people into leadership roles?
2. What's your criteria for selecting the right leaders?
3. What do they need to know to make an informed decision?
4. Do you keep an "enlistment" list of current and future leaders?
5. What's the price you pay for not selecting the right people for the right roles?

Effective leaders engage in crucial conversations in timely fashion. They connect these conversations to the mission and values of the organization and what their teams need to do their best work. They're clear about their, expectations, what needs to happens next, and what will happen if behaviors don't change.

QUESTIONS

1. How comfortable are you with entering into difficult conversations?
2. What are some of the tough conversations you need to have sooner rather than later?
3. Do you use scripts to guide difficult conversations?
4. What conversations need to be dropped or deferred to make space for consequential conversations?
5. What is your role in facilitating conversations that need to occur?

Leaders take time to regularly review their results, note what's working and what's not working, record their observations and learnings, and then imagine new and better ways of fulfilling their mission.

​QUESTIONS

1. What is your organization's history with evaluating programs and activities?
2. What's your organization's history with conducting performance reviews?
3. What would you do differently if you were starting a new church in your local community?
4. How do you help leaders have funerals for programs and activities that need to end?
5. Do you add time on your calendar for intentional reviewing, rethinking, and reinvention?

Leader empower others to set wins and to own their decisions, actions, and results. They provide opportunities to gain new skills and knowledge, and arrange to have people walk alongside them as mentors and coaches.

QUESTIONS

1. Do you establish "wins" for your programs and activities?
2. In what ways do you help or hinder your leaders willingness to own their actions, choices, and results?
3. Do you give leaders templates that help them do their best work?
4. Which results do you need to own?
5. Which results do you need to help others own?

Leaders say THANK YOU often, in person , publicly and privately, and through words, texts, emails, hand written cards, and token gifts.  Their observations and affirmations are specific and usually point to the organization's mission and vision.

QUESTIONS

1. What do you do publicly to encourage and celebrate people's contributions?
2. What encouragement activities seem to have the greatest impact?
3. How do you make sure that people's efforts don't fall through the cracks?
4. How are you helping other leaders be intentional encouragers?
5. Do you set aside time in your schedule to encourage others?