Leadership Summit Session with William Ury

 

William Ury – Negotiating conflict

 
Goal is not to get rid of conflict, but rather creative conflict.
 
We are the biggest barrier to resolving conflict. We have a tendency to react. When angry, we will make the best speech we will regret. 
 
Cf. Joyce Hugget, “Creative Conflict” maybe the best book on self-examining, Gospel-centered, creative/constructive conflict 
 
Most significant skills to being a good negotiator
1. See the people and the problem differently. Be hard on the problem, but soft on the people. Be a listener. Empathize. Negotiating is an exercise in influence. How can you change someone’s mind if you don’t know where they are? Give respect.
 
2. Be creative. What are the interests?
 
3. Be fair. Based on objectivity.
 
People: Separate the people from the problem.

Interests: Focus on interests, not positions. Why is it that you want your position? as you understand interests, you can come up with potent solutions. Eg: two people who want an orange. One wants it for the peel, the other for the fruit (interest) vs. both want the fruit (position).

Options: Invent multiple options looking for mutual gains before deciding what to do. Be creative in finding solutions that can meet the interests of both parties.

Criteria: Insist that the result be based on some objective standard. Standards that are independent of each other’s will, based on fairness.

 
BATNA – best alternative to a negotiated agreement. Contingency if you can’t reach an agreement. Having an alternative gives more negotiating confidence and discernment. It also gives you a metric to see if your final agreement is better or worse than the alternative you’ve thought about.
 
Bottom line says that if you don’t get it, I am going to walk. It is the ultimatum stance and may not be helpful as it distracts you from your interests by only emphasizing positions.

Leadership Summit Session with Patrick Lencioni

Patrick Lencioni – Organizational Health

“People need to be reminded more than they need to be instructed.” – Samuel Johnson

Organizational health is the single most resource for every organization, but often untapped.

Two requirements for success:

  1. Smart – marketing, strategy, finance
  2. Healthy – minimal politics and confusion, high morale, productivity, very low turnover among the best people

It’s easier to deal with the more objectifiable ‘smart’ stuff. The truth is that most organizations are indistinguishable based on the strategy, technology, etc., but often they can’t tap into it b/c of a lack of organizational health.

Four disciplines to building organizational health:

  1. Build a cohesive leadership team. Master five behaviors: results, accountability, commitment,
  2. Create clarity: intellectual clarity, on the same page. Mission statements don’t do this. Rather answer 6 questions to create clarity:
  • Why we exist? Purpose. Easy for churches to answer. When you know why you exist, it will inform the decisions you make. Keeps you for losing your way.
  • How do we behave? Values. Churches have a harder time with this. The challenge is to narrow down to the three truly accurate behaviors that describe our culture. Don’t get confused by aspirational values (what we want to be); or ‘permission to play’ values (minimum standards: eg. Christian values, practice and faith)) Something you are willing to die for. What are the core values of my church?
  • What do we do?
  • How will we succeed? Strategy. Must be accessible to everyone – intentional decisions you make that will differentiate you and cause you to succeed. Three strategic anchors to help inform every decision.
  • What is most important right now?
  • Who must do what?

Answers to these questions will empower people!

3. Over-communicate clarity. Need to hear something seven times to get it across.

4. Reinforce clarity. Employ creative means to reinforce your values.

Leadership Summit Session 5 with Craig Groeschel

 

(No notes for Sessions 3-4) Craig Groeschel – Thoughts on bridging the gap between the generations

 
To the older generation:
  • Don’t resent, fear, or judge the next generation. 
  • If you are not dead, you are not done.
  • Handing over ministry to the next generation
    • Don’t just delegate tasks. That creates followers. Delegate authority b/c then you create leaders. 
    • Give freedom to succeed and fail. 
  • Embrace the season you are in. Be authentic. Authenticity trumps cool. 

To the younger generation:

  • You need those who have gone before you. Leading up is about showing honor. Public loyalty = private leverage. Respect is earned. Honor is given. 
  • Because we are by nature entitled, we overestimate what we can do in the short run, and we will always underestimate what faithfulness can accomplish in the long-run.

For the generations to get together, it must be intentional. It doesn’t happen by accident. Organizations naturally age, so we must be intentional about learning from each other.

  • Create ongoing feedback loops from those who are older and younger. On speaking, teaching, etc. 
  • Create specific mentoring moments – ask questions, learn. You have to plan for them. Requires humility!
    • learn how mentors think, not just what they do!
    • Where are my weak spots? Strengths?
  • Create opportunities for significant leadership development