Fairness Is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace
Discover the tools of leadership to revolutionize your workplace.
Tim Stevens traveled an alternative road―leaving high school and immediately joining a national non-profit organization. He rose quickly through the ranks of leadership, but nine years later left it all behind to help an upstart church get its footing. During the 20 years Stevens served as Executive Pastor at Granger Community Church near South Bend, Indiana, the ministry grew from a congregation of 300 to more than 5,000; from a staff of five to more than 130; with a preschool, restaurant, three campuses and more than 1,800 new churches planted in southern India.
Leaders learn by leading. Stevens knows that creating a healthy and successful organization requires throwing out the conventional instruction manual and writing one that balances practical lessons, spiritual truths, and twenty-first century realities―exactly what you will find in Fairness Is Overrated.
Stevens, now an executive with the Vanderbloemen Search Group, takes his lifetime of service and dispenses with conventional wisdom. Short, powerful chapters end with actionable discussion questions. Four pillars hold up every successful leader: Be a person of integrity. Identify the right people around you. Build a great culture. Lead through crisis.
This is a manual of doing, not talking. No fluff, no stale inspirational platitudes. It’s time to move past planning and kick-start Monday into action.
staff with fresh eyes in key positions to help you get out of a rut? If so, in what ways, specifically? 2. Have you decided what’s not negotiable about your company culture or practices? When a new hire pushes back or asks questions, what is open for discussion and what is not? CHAPTER NINETEEN QUESTIONS TO ASK SEVERAL YEARS AGO I WITNESSED A BAD VEHICLE ACCIDENT when a passenger van crashed into the side of a semitruck that was blocking the road. Months later I was involved in a
You should especially pay attention to this in entry-level and mid-level jobs. Often top leaders will stay forever because it’s safe and the pay is good. But if you see people staying for an unexpectedly long time in facility care, accounting, or children’s ministry, you are probably looking at a healthy culture. 3. Top leaders are not insecure about other leaders succeeding. In fact, they encourage it. I’ve often been told how shocked people were that Mark Beeson, my senior leader at Granger,
the stories got more extreme, and the case against me was building in these individuals’ minds. But it was utterly and completely false. I was shocked. But more than that, I was hurt. I immediately took the e-mail chain to my boss and let him know of these accusations that were brewing. I offered to step down temporarily if needed so he could pursue the truth. He didn’t hesitate. He supported me 100 percent. He met with the three individuals and found they had zero evidence (except their own
complacent with the status quo.”3 I’ve seen this happen time and time again in churches. We develop “silo ministries.” The youth ministry has its own purposes, goals, and plans that have absolutely nothing to do with the overall church. The women’s ministry is a separate entity. The missions committee has its own projects that have nothing to do with the mission of the church. And everyone knows not to mess with the choir! The church ends up with a “federation of sub-ministries.”4 They are all
people know. And silos begin to rise. The first step is identifying silos. The more difficult task is tearing them down, which is addressed in the next chapter. THINK ABOUT IT 1. Do you currently have any silo departments that need to be addressed? What action will you take today? 2. Are all your key leaders tuned in to the danger of silos? What can you do to make sure they know how to identify a silo and understand why it is unhealthy? CHAPTER FORTY DESTROY SILOS IT TOOK ME MONTHS TO