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   Finding Your Leadership Style
   Ten different ways to lead God's people.
   by Bill Hybels

  A few  years ago,  I began to  notice major  differences in the  ways gifted
leaders  led their  teams.  They  all had  the  spiritual  gift of  leadership
referred to in  Romans 12:8, but they approached  the challenges of leadership
differently.
  About the time I was making  this observation, the management team at Willow
Creek gave me  a leadership book for  my birthday. (The year  before, they had
hired an  Elvis impersonator,  who burst  into my office  during a  meeting to
serenade me. Elvis  discovered my leadership style in a  hurry. He barely made
it out of my office with his blue suede shoes.)
  This year they  gave me a more appropriate  gift--Certain Trumpets, by Garry
Wills. Wills describes  the enormous impact of  great leaders whose particular
leadership style meshed perfectly with a certain need in society.
  For example,  when people are  being oppressed and  want to  break free from
that yoke, the situation calls for a radical, transforming leader.
  In a complex,  pluralistic democracy, with thousands  of constituencies that
must be drawn  together to form a government, a  political or electoral leader
is necessary.
  In war time, a military style of leadership works best.
  During  an ideologically  intense  social struggle,  an  intellectual leader
might fit the bill.
  Wills  effectively  argues  that  there   are  many  different  styles    of
leadership,  and  certain styles  fit  certain  leadership  needs better  than
others.
  Over the last few years, I've  identified at least ten manifestations of the
leadership gift as it plays out  in the church. It's been helpful to our staff
to identify our leadership styles and build leadership teams accordingly.

  1. Visionary leader
  These leaders have a crystal-clear picture  in their minds of what they want
to happen. They  cast visions powerfully and  possess indefatigable enthusiasm
to pursue the mission.
  Visionaries shamelessly appeal  to anyone and everyone to  get on board with
the vision. They  talk about it, write  about it, burn white-hot  for it. They
are  future-oriented, usually  idealistic, and  full of  faith to  believe the
vision can and will be actualized  if the dream is talked about and cast often
enough.
  Visionary leaders are not easily discouraged or deterred. In fact, if people
tell them their dream is impossible,  that just adds fuel to the fire in their
spirit.
  Visionary leaders may  or may not be able to  form teams, align talents, set
goals, or manage  progress toward the achievement of the  vision. But this one
thing is sure:  They carry the vision. They cast  the vision. They draw people
into the vision, and they'll die trying to see it fulfilled.
  I was at a conference with John Maxwell some time back. John was teaching on
vision, and he started his talk  on one side of the sanctuary to symbolize the
beginning of the vision.
  "You have no money, you have no  people, you have no faith, but you have the
vision. So you put one foot in  front of the other, and you walk, by the light
of the vision . . . ." He began to walk across the stage.
  "Then, along the way, as you share that vision, God gives you the faith, the
power, the people, the resources. . . ."
  Everyone's eyes were riveted on John  as he made this vision walk. But there
was  a planter  between where  he was  and where  he  was headed.  Inside, I'm
screaming, Watch out  for the planter! John  never saw it. He ran  into it and
stumbled--but the vision was so powerful that he never stopped speaking, never
lost his  train of thought. I  was looking around  the crowd, and  no one else
even seemed to notice!
  You know a  person is a visionary  leader when he trips on  the stage and no
one even acknowledges it!  It was a picture of the  leader who cannot help but
pour out the vision, despite any obstacle.

  2. Directional leader
  This style  doesn't get  much press,  but it  is exceedingly  important. The
directional leader has the uncanny, God-given ability to choose the right path
at  those critical  intersections  where an  organization  starts  asking hard
questions: "Is it time for a wholesale change or should we stay the course? Do
we focus on growth or consolidation?  Should we start new ministries or deepen
and improve  existing ones? Should we  add facilities or relocate?  Is it time
for some fresh staff, or do
  we dance with those who brought us here?"
  These  are directional  issues,  and  they are  capable  of immobilizing  an
organization.  But a  leader with  a  directional style  is able  to  sort the
options.  He or  she  can  carefully assess  the  values, mission,  strengths,
weaknesses,   resources,   personnel,   and   openness   to   change   of   an
organization--then,  with remarkable  wisdom, point  that organization  in the
right direction.
  Wrong  calls at  these key  intersections can  wreck  organizations. Shortly
after  Solomon's death,  his  son  Rehoboam became  king.  His first  critical
intersection came  almost immediately:  a representative  group of  the people
asked for  their workloads  to be  reduced. Solomon had  worked people  to the
point  of  despair.  Rehoboam  had  to  make a  directional  call.  The  older
counselors said, "You'd better ease  up on them." The younger counselors said,
"Just load  them up."  He made  the wrong  call at  that intersection,  and it
wrecked the kingdom.
  When Willow Creek is at such  a crossroads, I will not move in the direction
I believe God is calling us without the green light from two board members who
are  strong in  directional leadership.  Whenever we've  followed  their lead,
we've made good  decisions. Whenever we've ignored their  advice, we've paid a
high price.

  3. Strategic leader
  Some leaders  have the  God-given ability to  break an exciting  vision into
achievable  steps,  so an  organization  can  march  intentionally toward  the
actualization of their mission.
  Visions are powerful. Visions excite and inspire people. They compel action.
But  unless people  eventually  see  progress toward  the  fulfillment of  the
vision, they conclude the vision caster is just blowing smoke.
  A strategic leader forms a game plan everyone can understand and participate
in,  one  that will  eventually  lead  to the  achievement  of  the vision.  A
strategic  leader challenges  the organization  to  work the  plan.  She says,
"Don't get distracted. Do what needs to be done to achieve the next
  step, then  the next,  and we'll achieve  the vision together."  A strategic
leader is able  to get various departments of  an organization synchronized so
that the organization is focused toward the prize.
  The vision of  Willow Creek has been compelling for  more than twenty years.
But it has  been a seven-step strategy,  put together by leaders  in the early
days of  our church, that  has helped us  move toward the  achievement of that
vision.

  4. Managing leader
  There  is always  discussion  in leadership  circles  about  the differences
between management  and leadership. You've  heard, "Managers  do things right;
leaders do the right things," and other delineations.
  Those may be  helpful, but I'm convinced certain  leaders possess the unique
ability  to establish  mile  markers  on the  road  to  the destination,  then
organize and  monitor people,  processes, systems,  and resources  for mission
achievement. Old Testament examples include Joseph and Nehemiah.
  What's most  amazing to  those who  don't have this  style is  that managing
leaders derive enormous satisfaction from doing all this managing!
  You'd be surprised how many  visionary leaders are inept at managing people,
processes, and systems.  Many directional and strategic  leaders are incapable
of actually putting the players, resources, and systems in place for the goals
of the organization to be achieved.
  I've often said around our church,  "Sooner or later someone's going to have
to manage  all of  this stuff."  We've always had  an abundance  of visionary,
directional,  and  strategic leaders,  but  we've  always  had  a shortage  of
managing leaders. That has hurt us all along the way.
  Managing leaders often aren't as popular  as the leader who can give the big
vision talk or  make the big decision  around the board-room table  or put the
big plan  in place.  But in the  day-to-day world,  someone has to  manage the
process to make sure we get where we want to go.

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