Tag Archive - 2015

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Leadership Summit 2015: Brian Houston

If you missed the Willow Creek Global Leadership Summit this year, no worries I’ve got you covered. I’ll be posting my notes and thoughts from each presenter over the next couple of days.

Brian Houston is the Sr. Pastor of Australia based Hillsong Church, a global family of congregations comprising more than 100,000 weekly attendees. During this session Bill Hybels sat down with Brian for an interview…here are some of my take aways.

  • He always knew that he wanted to be a pastor, he saw his dad go off to preach as a kid and knew that’s what he wanted to do when he grew up
  • “New people bring new people”
  • Handling personal crisis (in discussing a moral crisis in leadership at Hillsong)
    • I probably didn’t handle the emotion of it very well
    • I went into leadership mode and probably didn’t take care of myself very well
    • I started imploding over a series of years because I looked after myself last
    • Leaders have a tendency to live life near the red line and just a little more puts you over the line and in the danger zone
    • The pain got so significant that it showed up in a physical way
  • Music can be an arrowhead for a church and if a church is healthy it can be seen in the song of the church
  • The church is resilient…it’s not just about personalities and talent that’s there for a season…but Jesus really is building His church
  • Everyone who starts with you won’t end with you
  • If you keep getting up and keep showing up you have a chance to see what Jesus wants to do
  • Longevity is the greatest opportunity to seeing the fruit of what Jesus has called you to

Posted in Leadership

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Leadership Summit 2015: Shelia Heen

If you missed the Willow Creek Global Leadership Summit this year, no worries I’ve got you covered. I’ll be posting my notes and thoughts from each presenter over the next couple of days.

Shelia Heen is the founder of the Triad Consulting Group and faculty at Harvard Law School.

  • In any exchange between giver & receiver it’s the receiver that’s in charge. They’re the one who decides what they let in and what they’re going to do with it. Even if the feedback is off-based and it’s delivered poorly.
  • Feedback sits at the center of 2 human needs:
    1. The need to learn and grow
    2. The need to feel respected or loved the way we are now
  • While we learn from pain the goal is to understand it faster to get to the learning faster
  • 3 different kinds of feedback…and we need all 3
    1. Appreciation: I see you, I get you, you matter around here // keeps us motivated
    2. Coaching: anything that helps you get better at something to learn a new skill, discipline, or art // helps us get better
    3. Evaluation: rates or ranks you against or criteria or against your peers // helps us know where we stand
  • Appreciation drops out first.
  • Evaluation & coaching get tangled up together and that’s a problem because evaluation is the one we emotionally respond to
  • Why we reject feedback/coaching
    • It was wrong
    • I didn’t respect them
    • I didn’t like them
    • They were a phony
    • Not aligned with my values
    • I was too stubborn
    • I was too young
    • I was in love
  • Getting better at receiving feedback doesn’t mean you need to accept every piece of feedback
  • Human beings are great at “wrong spotting”
  • You will always be able to find something wrong with the feedback you receive
  • 3 reasons
    • Truth Triggers: is it accurate & right
    • Relationship Triggers: who’s giving you the feedback
    • Identity Triggers: who you are and your particular wiring
  • Skills to receiving feedback
    • Not deciding if it’s right or wrong immediately but try to understand what the giver means
    • See yourself clearly: Everyone has blind spots
  • The fastest way to change the feedback culture in any organization is for the leaders to model it
  • How to start:
    • What’s 1 thing you appreciate about how I lead the team, family, etc.?
    • What’s 1 thing you see me doing, or failing to do, that you think I should change?
  • People won’t tell you until they believe you want to know.

Posted in Leadership

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Leadership Summit 2015: Horst Schulze

If you missed the Willow Creek Global Leadership Summit this year, no worries I’ve got you covered. I’ll be posting my notes and thoughts from each presenter over the next couple of days.

Horst Schulze, the Chairman and CEO of the Capella Hotel Group and Founding President and former COO of the Ritz Carlton began day-2 at the Summit and did an incredible job of challenging leaders to inspire customer loyalty by raising the bar on customer service. I was particularly intrigued by the connection he made between customer service and the life of Jesus.

  • “We are ladies & gentlemen serving ladies & gentlemen”
  • As a young man in the hotel industry I noticed that the matre de didn’t come to work to work but to be excellent at caring for the people around him.
  • Caring for people is service.
  • What industry isn’t in the service industry?
  • Love your neighbor as yourself – Jesus was the ultimate leader of the service industry.

All great businesses:

  1. Keep the customer & create customer loyalty
    • Dissatisfied customers are terrorists against your business
    • Satisfied customers, they’re neutral, they’ll go somewhere else if there is an incentive to do so
    • Loyal customers are your fans
  2. Get as much money from the customer as they can
  3. Work on their efficiencies: deliver the best you can by spending less than your competitors

Keeping the customer / customer loyalty

  • Customer loyalty = you have developed trust with the customer
  • You develop trust by giving the customer what the customer wants
  • People want you to deliver 3 things
    1. The product needs to work (this is a subconscious)
    2. Timeliness (prompt)
    3. People to be nice to you (service)
  • It isn’t different in your business
  • The #1 driver is customer satisfaction and then customer loyalty is being nice to the customer
  • Service starts & ends somewhere
  • It starts the instant you make contact
  • The first 10 seconds of contact are essential
    • Within 12 feet you look at them and say “welcome”
    • Complying to their wishes / needs
    • You say good bye
  • Individual attention:
    • Call them by name
  • Loyalty is the product fantastic customer service
  • Serve your employees to lead them to excellence and demand it
  • If the employee is not doing a good job they may not be able to help it but you were the dummy that hired them, what is wrong with your hiring process?
  • Processes:
    1. Hiring: We don’t hire people, we select people. We have built a profile and select one and it usually includes caring.
    2. Orientation: Orient them to the new organization. Your job is important, if you don’t wash the dishes it’s a disaster…if the CEO doesn’t come to work no one will know. Orient to our heart, future, why, culture, how they benefit from working here, etc.
  • “Leaders forfeit the right to make excuses”
  • Don’t hire people to fulfill a function but to fulfill a dream
  • People want to work in an environment of belonging and purpose
  • If you get a problem you own it
  • Come to work, not to work, come to work to be a part of a purpose
  • Service…loving your neighbor as yourself is what differentiates you

Posted in Leadership

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Leadership Summit 2015: Brene Brown

If you missed the Willow Creek Global Leadership Summit this year, no worries I’ve got you covered. I’ll be posting my notes and thoughts from each presenter over the next couple of days.

Dr. Brene Brown, research professor at the University of Houston and best selling author delivered a fantastic talk on the power of rising strong! Her 2010 TEDx Houston talk, The Power of Vulnerability, is one of the top five most viewed TED talks in the world with more than 18 million views!

  • #1 Shame issue for women = body
  • #1 Shame issue for men = appearance of being weak
  • #1 Perpetrator of shame for men = women
  • The Pathway to love, joy etc. = more vulnerability
  • The “Middle Space” = too far in to turn around but you can’t see the light at the end of the tunnel yet.
  • What you do in the middle space matters.
  • No matter how many times you lead through the middle space in your journey it’s always difficult and lonely.

The Reckoning:

  • I’ve never met a great leader who wasn’t comfortable with discomfort.
  • Great leaders have absolute emotional awareness about themselves and others around them.
  • We are emotional beings that sometimes think.
  • Emotion drives behavior.

The Rumble:

  • Do you celebrate the truth in your culture?
  • Leaders rumble with what’s true & hard.
  • As leaders you can choose comfort or courage, but you can’t choose both.

The Revolution:

  • Courage is uncomfortable, that’s why it’s rare.
  • The bravest among us will always be the most broken hearted because they had the courage to love.
  • If you are brave enough, often enough, you will fail.
  • Are you willing to know heartbreak because you know how to bet back up?

Posted in Leadership

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Leadership Summit 2015: Ed Catmull

If you missed the Willow Creek Global Leadership Summit this year, no worries I’ve got you covered. I’ll be posting my notes and thoughts from each presenter over the next couple of days.

Ed Catmull, Co-Founder of Pixar Animation Studios and President of Walt Disney Animation Studios, delivered a fantastic talk on creativity and leadership!

  • One of the great misunderstandings of our time is that art and science are in-congruent.
  • Art is not about drawing but learning to see.
  • It all comes down to the power of a story.
  • Great animation connected to a bad story makes for a bad film.
  • Stories are the way we communicate with each other at every level.
  • The good stories are the ones that connect with deep emotions.
  • Every great film starts as an ugly baby…if every idea was great we’d be done…
  • How do we help people improve ideas?
  • If there is laughter in the room they’ll solve the problem no matter how ugly it is right now.

The Brain trust

  1. Peers talking to peers
  2. In that room there is no power structure
  3. They have a vested interest in each others success (the vested interest is in the film being right)
  4. Give and listen to good notes (evaluation)
  • Every once in a while we violate our own rules/culture but every once in a while magic happens. Egos fade away and fantastic work takes place.
  • When you are working on something and you’re in the middle of it, you can’t help but lose objectivity.
  • Creativity is about solving problems. Coming up with solutions is a creative act.
  • The group and their culture determines if they are going to solve the problem.
  • Embrace candor with kindness.
  • There is a real aura of danger around failure in our culture…that fear of failure has become a lid to creativity.
  • What are the barriers to telling each other the truth? (Candor with kindness)…fear.
  • If you can get past the embarrassment of failure it can free you up to be more creative.
  • All good artists know you have to operate within constraints otherwise it’s unbounded.
  • Budgets and schedules allow you to focus creative energy on the right things.
  • If you spend too much time on it, it can lose it’s impact…don’t get lost in the detail.
  • Stating and agreeing to values is easy to do, the hard part is to ask yourself why you’re not living up to them.
  • Trust is something everybody agrees to but hard to do…it takes time, you’ve got to earn it.

Posted in Leadership
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