Here you’ll find and can post information related to our training. For example, you can take the poll now and, in the future, you’ll find our Policy and Procedure Manual here as well.
The Leadership 1-2
The first principle of Godly leadership rests on the ability to hear God. Without this conversation, it is impossible to govern wisely. Solomon is proof that God desires and has made provision for effective, intelligent, motivated leadership. Obedience is the second principle of Godly leadership. We undertook this walk in 2009 with our leadership reading of “Honor’s Reward” by John Bevere. Pastor recently mentioned that obedience is in “the little things” that we are asked to do by those in authority. Have you ever asked yourself why you don’t do what you’re asked to do?
The Leadership 3-4-5
Become a “Much More Minded” Leader in 2011 by mastering the THREE big challenges studies have identified that stand in your way!
- Manage yourself: Learn that management isn’t about getting things done yourself. It’s about accomplishing things through others.
- Manage a network: Understand how power and influence work in your organization and build a network of mutually beneficial relationships to navigate your company’s complex political environment.
- Manage a team: Forge a high-performing “we” out of all the “I”s who report to you.
What’s your Emotional-IQ? Watch this quick video that asks FOUR typical questions, the answers to which will help you assess your readiness to build and lead an effective team.
Did you find this interesting? Let us know at the New Man Advance! Looking for more thoughts on effective leadership? Watch the “FIVE Ways to Develop Your Team video and consider two paragraphs excerpted from:
The New Leadership Paradigm
by Robert Dilts
In the emerging views of leadership, however, leaders do not have influence simply because they are ‘bosses’ or ‘commanders’. Rather, leaders are people who are committed to “creating a world to which people want to belong.” This commitment demands a special set of models and abilities in order to effectively and ecologically manifest the visions which guide those committed to change. It involves communicating, interacting and managing relationships within an organization, network or social system to move toward one’s highest aspirations.
Gregory Bateson (1972) identified several fundamental levels of learning and change. Each level is more abstract than the level below it, but each has a greater degree of impact on the individual or system. These levels roughly correspond to:
‘Spiritual’ Vision & Purpose
- Who I Am – Identity: . . . . . . . . . . . . . . . . . . . . . Role & Mission
- My Belief System – Values, Meta Programs: . . Motivation & Permission
- My Capabilities – States, Strategies: . . . . . . . . Perception & Direction
- What I Do – Specific Behaviors: . . . . . . . . . . . Actions & Reactions
- My Environment – External Context: . . . . . . . . Constraints & Opportunities
If you found these excerpts helpful or interesting, read the full article.
The Leadership 21
John Maxwell wrote an excellent book, “The 21 Irrefutable Laws of Leadership,” some years back. It’s still relevant today and a quick read. You may also be interested in “Head, Heart & Guts” and all leaders should be familiar with John Bevere’s awesome book: “Honor’s Reward.” Here are your resources: