Month: April 2020

7 Principles for Leading through Covid-19

Posted on April 30, 2020 by Abby Jungles - Articles, Change Management, Leading Organizations

Human hands holding various smart devices with coronavirus alerts on their screens. flat vector illustration

A crisis like Covid-19 presents many leadership challenges: we have never been here before!

There is no well-worn path; no lamp posts to show the way; no maps to guide us. Leaders around the world are forging new ways to lead within our new framework.

Here are 7 principles that I’ve been applying that may be of help to you:

1. Slow down and take time to understand

Leaders are, by nature, action oriented and crisis requires urgent action. But, amidst the unknowns of a crisis, it is vital to take time to fully understand the situation and the subsequent implications for your organization.

In this era of information overload and 24-hour news, it can be difficult to differentiate between fake and factual news. It is critical to have systems, processes and people around us to help filter information and identify trusted sources. Just as a doctor’s ability to help the patient depends on the accuracy of the diagnosis, a leader needs the right information to be able to make the right decisions. Please avoid the temptation to do what everyone else is doing! And understand the problems, issues and impact that is unique to you and then act.

In a highly fluid situation like the current pandemic, when the targets are constantly changing, we must continually re-frame our understanding of what’s happening. While leadership usually requires quick responses and action, shooting before aiming or shooting because everyone else is shooting can have disastrous consequences. So, take time to understand.

2. Feel the emotions

Leaders generally operate logically, strategically and with clear plans. But in a crisis, emotions and feelings override logic for most people. This disparity can create a gulf between followers and leaders. It is important that leaders change gear—if you don’t connect with the emotions of the people you will not be able to influence and lead them as effectively. This doesn’t mean that we need to agree with their feelings, but we do need to respect them.

It is also important that we address the negative emotions with positive emotions rather than logic and strategies. People fearing loss of health, loved ones or jobs are not looking for a strategy—they want reassurance from someone who they feel “understands” them.

3. Over-communicate

In a situation like Covid-19 it is easy to think, “There is plenty of information out there, what can I add that is not already said?” In fact, this is the time to communicate more than normal. In uncertain times people need familiar and trusted voices, so your voice to your people is critical.

In uncertain times people need familiar and trusted voices, so your voice to your people is critical.

Normally, I meet with our management team four times a year—now I’m meeting with them once a month; my monthly meeting with our executive team has become weekly. And we have introduced new technological platforms to enable communication through multiple channels.

Most of us love to communicate good news, but the role of a leader is to be the bearer of both good and difficult news. Never compromise truth to win over people for the short term, because in the long-term, truth will come out and people will feel betrayed. Don’t allow positivity to cloud facts and truth. The leader’s job is to speak what people need to hear, not what they want to hear.

4. Reframe the questions

During a crisis like Covid-19, people have all sorts of questions and one of the leader’s responsibilities is to help deal with them. Some questions need to be answered, but don’t fall victim to answering all questions. In adversity, people quickly turn inwards: how does this affect me and my family; what happens if I get sick, lose my job, etc. While we need to reassure and comfort people, it is important that leaders reframe questions to help people move from inward-looking to outward-looking.

In John 9, Jesus was asked the question, “Who sinned, this man or his parents, that he was born blind?” The question was trying to put the blame on someone for the present realities.

Notice Jesus doesn’t answer the question. Instead, he totally re-frames the situation with this statement: “Neither this man nor his parents sinned; he was born blind so that the works of God might be revealed in him.”

In our current context, many people are confused and asking questions such as:

Where is God in all this?
Why did God allow this?

While we need to help them answer relevant questions in appropriate ways, we can also re-frame questions like:

God, what are you doing through this and how can I join you in it?
What are you saying through this?
What needs to be changed in me?

5. Guard your heart

As leaders we often have to carry great pain. I know so many who have had to make reductions and put off staff in the last few weeks; staff who they love like their own family. When you are surrounded with loss and pain, it is easy to become overwhelmed or immobilised.

Yes, the hurt is real. We need to acknowledge the pain, but if you allow it to seep into your heart and embed inside you, then you will not be able to lead the vision. In the same way that a boat is proved by the water, leaders are proved by problems and pain. But, like the boat, we will sink if we allow the problems and pain inside us.

Remember those aeroplane instructions—please fit your mask before you help others. If you are not healthy and well, you are not able to help anyone. This is why the Bible instructs us to continuously guard our heart. Be a good gatekeeper and decide what you will allow inside. If you have already allowed the pain and hurt to settle in your heart, please don’t pretend—get help to deal with it immediately.

6. Find opportunities

While others are still weeping about the losses, smart leaders are already looking for opportunities. Every crisis has great opportunities hidden inside. In fact, the Chinese word for “crisis” includes the two characters signifying “danger” and “opportunity”.

We cannot assume everything will be the same and business will continue as usual once the pandemic ends. I believe many things will change and that means endless opportunities for leaders who are ready. The leaders who are diligent, have eyes to see, courage to adapt and ability to move quickly, will have great success in the future.

The leaders who are diligent, have eyes to see, courage to adapt and ability to move quickly, will have great success in the future.

As Winston Churchill said, “Never waste a good crisis!” This is a great opportunity to challenge our accepted reality, make changes, prune dead wood and get ready for creating and taking advantage of new opportunities.

7. Accept your limitations

Crisis will expose needs and lack in a way that can overwhelm us. The magnitude of needs can be beyond our capacity. Examine what your responsibilities are and don’t own what is not yours. Remember that God will not hold you accountable for what He has not given you.

While leaders need great confidence to lead, we also need to realise that we are not “superhuman”. We each have limitations. You as an individual are not called to solve all the problems of the world. You need to prioritise those that you are responsible for and channel energy towards them rather than become paralysed by everything around you.

In times like this, know that you are going to make mistakes, so give yourself and your team the space to do so. Reassure your people that you and the team will be doing everything possible and will give them your very best, but also seek their understanding and grace in advance if we fail to meet their expectations.

As a follower of Jesus, let me say that none of this has caught God by surprise and He promised that He will bring good through everything. So, above everything else is prayer, can. I urge you to pray and lean on Him and receive His special grace and peace for this season. He also invited us to ask Him for wisdom if we need it.

Know that you can, and will, make it through this and at the other end of Covid- 19, you will be a stronger and better leader.

Episode 070: Nona Jones on Social Leadership

Posted on April 29, 2020 by Abby Jungles - Communication, Leading Others, Podcasts, Relational Intelligence

Get free, instant access to GLS Podcast Episode Show Notes. Leverage episode summaries, key takeaways, reflection questions, resources mentioned, related links and applicable downloads.

SUMMARY:

The social distancing we are experiencing in the Spring of 2020 has caused individuals and organizations to lean into digital communication like never before. Businesses and churches are sensing an urgent need to ramp-up their ability to effectively use social technology and build community online. In this impactful GLSnext Event session, recorded in February 2020, Facebook executive Nona Jones provides timely instruction about the key mindset and tactics you will need to build meaningful social relationships on digital platforms.

KEY TAKEAWAYS:

I was born to a mother who did not want to have children. I was sexually and physically abused as a child and tried to commit suicide twice by the age of 11.
Every day, many of us walk by people who are experiencing deep trauma and isolation and we are too busy to ask why.
If we fail to see the people we serve, we fail to lead the people we serve.
My life changed when, after my second suicide attempt, my classmate invited me to church. There I found a community of people who loved me, welcomed me and saw me.
There is a correlation between social isolation and use of social media. The more people passively consume social media, the worse they feel.
The concept of “Social Leadership” will revolutionize the way we function in this society.
1) The antidote to isolation is belonging.
- The root cause of our addictions to likes and shares is a desire to matter.
- People don’t want to know about what matters to us, they want to know that we care about them.
- People are more than just a number or a like.
- If increasing the likes and shares on your content is where your interest ends, you’ve missed the purpose of social media.
- We need to reverse the trend of social isolation by becoming more relational.
2) Content is king, but engagement is emperor.
- Content is the easy part. You can set it and forget it.
- People don’t build relationships with content. People build relationships with people.
- People who are in healthy digital communities are coming away with positive well-being.
- We need to focus on what makes a person whole vs. what makes a person scroll.
- If you don’t have time to engage with the people who want to engage with you, you don’t have time to lead them.
A following deserves a leader. Lead your following!
Respond to their comments with questions. Invite engagement.
Your page on Facebook is like a house. The page is your front porch. Your Facebook Group is your living room.
Legacy is the reward we have when we invest in the lives of other people.
Learn to know your people so well you can connect people together. That takes time and intention. That takes social leadership.

REFLECTION QUESTIONS:

1. Nona Jones challenges leaders with this statement, “If you fail to see the people you serve, you fail to lead the people you serve.” When you think about your platform(s) on social media, how much are they about what you are trying to project and promote vs. genuinely connecting with others?

2. What is the mindset and/or other barriers that prevent you from prioritizing engagement with your social following?

3. What would need to change so you could overcome those barriers and more genuinely connect on your social platforms?

RESOURCES MENTIONED:

COVID-19 Crisis of 2020

Facebook

7 Ways to Build Relational Intelligence

Posted on April 28, 2020 by Abby Jungles - Articles, Leading Others, Relational Intelligence, Supervising People

Authentication by facial recognition concept. Biometric. Security system.

Currently our country is on the brink of one of our greatest recessions as a result of the COVID-19 pandemic. The pressure of this crisis will require the best from our leadership. While you’ll no doubt have to make some very difficult decisions, I encourage you to stay attuned to your relational intelligence as a leader… encourage, connect, build trust and show compassion.

Every relational connection you make gives you greater opportunity to lead.

During a business trip several years ago, a meeting with a client had gone long and my colleague and I needed to leave as soon as possible to catch our flight.

As the meeting wrapped up, I gathered our things and was hurrying out the door only to discover that my colleague wasn’t with me. I impatiently waited for a few minutes. Then with growing exasperation, went to look for her. To my dismay, she was still in the conference room talking with our client. Giving her the evil eye to express our need to get moving didn’t seem to speed her up. She finished the conversation, shook hands, gave hugs and swapped phone numbers like they were best friends. The client loved her. He hardly noticed me. As I peeled out of the parking lot, anxious to get us to the airport, she exuberantly shared that the client had committed to our project. Those last five minutes she spent with him had sealed the deal. I was both excited and irritated.

My colleague was aware that an extra few relational minutes would get us our desired result. While I was stressing out over a potential missed flight, she was more concerned about taking care of the client.

Every relational connection you make gives you greater opportunity to lead.

My colleague had a skill in which I was severely lacking: Relational Intelligence.

Stoic. Stone cold. Heartless. We’ve all experienced leaders who seem to lack any ounce of emotion. Some environments, especially for marketplace leaders, encourage us to leave our hearts at home when we go to work. In an attempt to be professional and respected, we close off our hearts from engaging with those around us. We don’t want to be perceived as “soft” or emotional, so we wall off our hearts.

But leading without engaging our hearts leaves our leadership cold and lifeless. We inadvertently leave the people around us feeling nonhuman or guilty for having emotions of their own.

When we lead from the heart, we earn influence with others through relationship rather than authority.

Relational leaders realize that title and position only get you so far but the places you can take a team with relational influence are endless.
Relational leaders understand that people follow leaders not for the leader but for themselves.

Here are seven ways to grow your relational intelligence.

1. Encourage

Leaders who encourage well are skilled at praising the positive and coaching for improvement. Encouragement is an intentional action by the leader to provide feedback that seeks to develop the best in others. Relational leaders take ownership for the development of those they lead and seek opportunities to speak into them in every interaction.

2. Connect

Connecting is one of the most important tasks of leadership. In order to lead others to new ideas, goals and action, leaders must first be able to connect with them. Great leaders communicate to their staff that they want to know them not just for what they contribute to the organization, but for what makes them thrive, what inspires them and what motivates them. They speak to their hearts by communicating that who they are matters.

3. Earn Influence

Extraordinary leaders recognize that every relational connection with those they lead has the potential to increase their influence. Influence is earned over time with consistent engagement and faithful action. Leadership coach and consultant, Dan Rockwell, observes, “People are influenced by those who understand them. Permission to lead is given by those who feel known, appreciated, affirmed and respected. When people feel you understand their talents, drives, hopes and fears you earn their consent to lead.”

The heart of leadership is the start of leadership. When we connect with the heart, we earn influence to lead.

4. Build Trust

In Stephen M.R. Covey’s New York Times bestseller, The Speed of Trust, Covey asserts that trust is the one thing that changes everything. He claims it is the “one thing which, if removed, will destroy the most powerful government, the most successful business, the most thriving economy, the most influential leadership, the greatest friendship, the strongest character, the deepest love. On the other hand, if developed and leveraged, that one thing (trust) has the potential to create unparalleled success and prosperity in every dimension of life.”

5. Create a Healthy Environment

Leaders are keepers of culture. They know that great team cultures require deliberate effort. Teams will work better with one another, they’ll go above and beyond the call of duty, they’ll invest themselves personally and they’ll own their wins and their losses more honestly when they are a part of a healthy environment. Healthy environments are of course characterized by leaders of integrity; intolerance for discrimination; strong systems, policies and procedures; and an organizational alignment that promotes shared goals and achievable results.

6. Love Your Team

Love your team. As leaders, we are entrusted with the amazing responsibility of stewarding the gifts and talents of our staff. Every employee deserves to know they are a vital part of the team. They need to understand how his or her gifts contribute to the organization. We must seek ways to remind them of the significance of their work.

7. Show Compassion

Relational leaders demonstrate compassion. Compassionate leaders are more concerned about providing care than taking credit. When compassion drives us, it makes way for humility to lead us. Often the demands of leadership can disconnect us from what first inspired us to pursue the ministries or careers in which we are leaders. We must find ways to stay connected to that heart of compassion from which we started.

The heart of leadership is the start of leadership. When we connect with the heart, we earn influence to lead.

As you face the decisions ahead of you, consider your relational leadership influence: How are you connecting with those you lead? Do they know you’re for them and that you value them? Do they know how their work affects the entire team? Do you know their stories and what inspires them and motivates them? Every relational connection you make gives you greater opportunity to lead.

_{Excerpts of this post are taken from Jenni’s book The 4 Dimensions of Extraordinary Leadership (2015, Nelson Books)}

Coming Out of Foster Care and Using My Voice for the Vulnerable

Posted on April 27, 2020 by Rosey LaVine - Because of the GLS, Calling, Confidence, Family, Leading Yourself, North America, Relationship with God, Stories, Youth

“Every step of the way I had to battle severe insecurities and tons and tons of fear… You will often overestimate what you can accomplish in the short run, but you will vastly underestimate what you can do through a lifetime of faithfulness.”—Craig Groeschel

I went into the foster care system when I was four years old. A few months later, I was reunited with my mom, but she struggled immensely with mental illness, which caused her to be abusive and neglectful. So, I went back into the foster care system at age twelve.

I look back on my life now and I can see the intrinsic hope that was planted within me—as though I always knew what I went through was for a greater purpose.

I became separated from my biological sister and lived in twelve different homes. I often felt like I did not have a voice. I was isolated from peers and social activities. To say growing up in foster care as a teenager was adverse seems like an understatement. I have never endured suffering as hurtful as living in the foster system. Though as a teenager I expressed I didn’t believe in God, for many years I prayed to Him and asked Him to grant me a family and father figure. I look back on my life now and I can see the intrinsic hope that was planted within me—as though I always knew what I went through was for a greater purpose.

As a senior in high school, I anticipated emancipating out of the foster care system. I was saddened I would not have a family to return to as an adult, but I also no longer fantasized of having a family to call my own until I married.

I started going to church and asking questions. God was gently nudging me. Through a slow process, I came to realize I had a family in the church and a Father all along. My Heavenly Father had protected and loved me through my entire life in ways an earthly father never could—I have been growing in an intimate relationship with my Abba Father ever since.

What you speak breathes life or death to others.

The statistics for people in foster care are saddening. In fact, many people told me I was destined for them, so I held onto my faith and did what I could to not end up a statistic.

My track coach, Scott Wichman, was one consistent mentor throughout high school. He told me I could accomplish great things and go to college. The following year, with his continued encouragement and God’s hand in my life, I became a five-time state champion track athlete. I was the fiftieth woman in Ohio to win four state titles in one meet, the first individual female from my high school to become a state champion and the first person of color from my school to become a state champion. This allowed me to go to college on a full ride scholarship and become a part of the 3 percent of foster youth to graduate with a bachelor’s degree or higher. This experience taught me that what we speak can breathe life or death into others—my track coach chose life. And his encouragement went beyond words.

After I turned 18, I emancipated out of the foster system and became homeless. But Scott invited me to be a part of his family—I changed my last name and they are who I consider my family.

I started using my voice for the voiceless—and then almost quit.

Since accepting Christ into my life, I have felt like He has made it clear to me that He wants me to be an advocate for voiceless foster youth while proclaiming the Gospel. God has allowed me to do some incredible things—I’ve had the chance to speak to White House policy staff, members of American Enterprise Institute, as well as present policy to Congress about how to reduce abuse and neglect in foster care.

But after getting married and having my son, someone in the church proposed a question that made me doubt: If I wasn’t a foster youth, would anything I’m doing really be that impressive? They referred to my story as “foster care success story” and suggested I just settle down as a mother and wife. And because of their position in the church, I believed they were right. So, I stopped sharing my story.

Then I went to The Global Leadership Summit and everything changed.

Months later, my husband, who grew up attending The Global Leadership Summit, encouraged me to go in 2019. Before going, I didn’t even realize I wasn’t doing what God was calling me to do. I didn’t even realize I needed to have a change of heart. But the speakers really challenged me to look inward. I realized I had a life to lead and people to love. I think we go about life unaware of what is going on within us, and I think because the Holy Spirit is present at the Summit, and through the experience, darkness is brought to light.

It was at the Summit where God made my calling clear to me all over again. The Summit showed me that God has granted me a story to tell and not telling it would be a waste. So, I decided to keep sharing my story.

Danielle Strickland’s talk was one of the most inspirational to me. I was even able to connect with her afterwards! Since attending the Summit, I have been sharing my testimony through podcasts, writing and speaking engagements.

My grander vision is to keep telling my story to encourage foster youth and empower the church to rise up and take good care of the vulnerable.

The speaking engagement that meant the most to me occurred at the juvenile detention center I once resided in after getting into a fight with my mother. It was a small get together, but I could see God working. The kids asked questions and it felt like many of them came to aha-moments that their lives didn’t have to end up where they were headed.

Many foster parents and foster youth have reached out to me, thanking me for telling my story because of the insight it offers them in their own experience. One story that always brings me hope is my first speaking engagement at a group home for troubled teenagers. I didn’t know how to prepare. It turned out to be the worst talk I have ever given. But about a year later, a young boy reached out on social media and told me that He gave His life to Christ that day and his life has been completely different ever since! He thanked me and I thanked God for speaking through me in ways I could have never seen!

My grander vision—to offer hope, encourage and empower.

I want to see a vulnerable population of youth, who have not experienced as much love as they should, be loved in ways that they understand. My grander vision is to keep telling my story to encourage foster youth and empower the church to rise up and take good care of the vulnerable—those in foster care, those who are trafficked, the homeless and the abused—the list goes on and on. And if we are not educated on how to heal them, the list will only grow.

I hope to write a book and continue to speak. I want to be a resource to the foster care and adoption community. And more than anything, I want to share the Gospel—I have seen how radically it heals and redeems, not only in my own life but many others.

Staying encouraged on the journey.

Sometimes I wonder if following this calling is crazy. I grew up wanting my own family, and once I had kids, I pictured myself as a stay-at-home with no other work on the side. I thought my advocacy work would only last a few years right after I graduated college.

The truth is, I experience a lot of rejection and it can be hard not to let that define my vision or pave the way. There are lots of people who aren’t interested in having me on their podcast or publishing my writing. But the triumph comes when I am diligently obedient in what God has called me to do—people open their doors and want to get to know me and hear my story because their hearts are also burdened for vulnerable families and youth. Then I see these coalitions building—they are armies for God fighting for families and children. It’s beautiful! God continues to show me, with every opportunity and open door, that He is not done.

Another victory has been sharing a bit of mine and mom’s story and seeing the joy that brings her. I was conceived out of rape and my mom chose life for me. Because of this, I truly view my mom as a hero. As I’ve shared this story, I have seen my mom heal and be encouraged. As we both heal more and more, we forgive wider and love deeper. Our relationship continues only because I know God’s grace and I am reminded of who I am through avenues like the GLS.

I’m thankful for the Summit helping me realize that I still have a life to lead and people to love. God made my calling clear to me all over again. He granted me a story to tell and not telling it would be a waste. Thanks to God speaking to me through the Summit, I decided to keep sharing my story and being a voice for the vulnerable.

4 Things Employees Need From Employers During a Pandemic

Posted on April 24, 2020 by Abby Jungles - Articles, Change Management, Leading Others, Supervising People

Modern boss using laptop and smart phone at home, portrait.

The way we work has completely changed with the 2020 global pandemic. Now, more than ever, amidst daily updates and constant uncertainty, employees need their leaders and companies to step up.

Harvard Business Review reported that 40% of employees reported feeling lonely at work—and that’s before the pandemic forced us into social distancing. Research also shows loneliness is as harmful to employees’ health as smoking. And if employees were feeling lonely at work before the 2020 global pandemic, imagine how they feel now working alone in their homes.

How can you help employees stay connected during a time of social distancing?

Here are 4 things employees need from you during times of crisis:

1. Transparent communication and accurate information

It may feel like there’s an overabundance of information about COVID-19 in the news, but there can never be too much communication to employees. In the workplace, it’s the absence of communication that fosters speculation and worry. So, share information with employees freely and consistently. Daily or weekly communication can’t hurt right now—your employees need to hear from you. Often.

Let your people know how the company is doing, what steps you are taking to ensure their safety, health and well-being and what changes you may be making in the future. Let them know how your customers are, if there are any new rules or expectations they need to be aware of and how they can get help or resources if needed. Share stories, pictures and examples of people rising to the occasion at work. Listen. Find out what employees need to know and answer questions like, “What do I need to do differently?” and “How can I help our company succeed?”

Let your people know how the company is doing, what steps you are taking to ensure their safety, health and well-being and what changes you may be making in the future.

Right now, employees are feeling anxious and stressed about their jobs and their personal lives. You can be a beacon of light. Fill your communications with a tone of calm and reassurance.

2. Hope and positivity

In times of crisis, employees need hope and positivity from their employers. They need assurances that you care about them and their well-being. They need to feel deep down you can and will weather this storm together. During times of uncertainty, people need you to be their rock, their north star and that trusted leader that guides them through turbulent times.

Bringing hope and positivity doesn’t mean being dishonest or holding back bad news. Our own HR Vice President recently sent a company-wide email where she began by admitting she had cried that morning. She described feeling overwhelmed by her lack of control over what was happening in the world (our headquarters were damaged by an earthquake that day in addition to the pandemic). But then she explained how she opened her email to scores
of messages from employees thanking her and her team for their efforts, acknowledging how crazy things are and vowing that we were all in this together, no matter what. She explained how those emails completely turned her morning around. It gave her hope and faith in her team. She then went on to share her own expressions of encouragement, joy and good news.

Great leaders are honest about the way things are, including their own shortcomings. But they also get back up, demonstrate resiliency by example and find a way to inspire people to believe they can triumph over hard times together.

Great leaders are honest about the way things are, including their own shortcomings.

3. Flexibility

Working from home can be an adjustment. Kids, spouses, pets, new working environments and unusual routines can throw even the most professional worker off their game. So, give employees some flexibility in how and when they work. Perhaps they need to balance their conference calls with their spouses’ calls, or they need to work in the early mornings or evenings when the kids are in bed. Schedule a limited amount of time when employees need to be on calls or available for meetings and trust they’ll do their work on their own time.

Flexibility also applies to the type of work employees are doing. A pandemic doesn’t just change the way we work, it can change the things we are working on. You may need to hit pause on some big projects. You may be given an emergency task. You may even need to pivot and change course due to constantly changing circumstances. That means you might start a project and then quickly be asked to abandon it. Accept these things as part of managing in a crisis.

Enable your teams to work autonomously, empower them to make decisions and trust them by sharing leadership. Doing so will create adaptable teams that can do great work in any situation.

4. Connection

Employees crave connection during difficult times, especially when they must work remote or at a great distance from one another. Help them maintain a sense of connection: to a purpose, to accomplishment and to one another. Show them how their work contributes to your company’s success. Help them celebrate their accomplishments and share stories of success. Give them new ways to connect to their peers and coworkers, whether it’s virtually or as they work side by side.

When teams go through tough times together, it can create stronger bonds than any teambuilding activity. There are few things that are tougher than a business-altering global pandemic.

If you help employees feel connected to your organization and their teams, you can help them thrive in any circumstance.

Be a company that is there for employees.

Pressure Reveals

Posted on April 23, 2020 by Abby Jungles - Articles, Character, Confidence, Leading Yourself, Resilience

Woman working on a laptop at home while children distract her from her task.

We each experience pressure uniquely…

One of my first conversations as we began living within social distancing was with a Global Leadership Summit host site leader and pastor whose church was launching a small group campaign in response to coronavirus. This team saw forthcoming needs stemming from isolation and immediately recruited 30 new small group leaders to offer community in the face of isolation. The best characteristics of their team were being revealed. A dominant thought has been with me since that conversation—pressure reveals.

During Holy Week we saw pressure reveal.

Under pressure, Peter denied Jesus three times, revealing fear.

Under pressure, Pilot released Barabbas instead of Jesus, revealing insecurity.

Under pressure Judas returned the silver, revealing regret.

Under the greatest pressure, Jesus sweat blood, revealing passion.

Then under pressure, Jesus remained silent, revealing surrender.

We can all affirm this is a season of pressure.

We each experience pressure uniquely, given our current life circumstances: guiding our kids’ online education, caring for aging parents remotely, relational strain from being in constant close proximity or relational strain from being in constant distance. The pressure we experience can be a gift when we are attentive to what the pressure reveals.

Panic struck me—and God met me.

Three weeks ago, panic struck me as our family ate the final tortilla in the house. Knowing the grocery shelves were void of tortillas, I immediately started unfolding a story in my head that lead to running out of food. Remembering that pressure reveals, I paused and asked what this line of thinking revealed. Fear.

The pressure we experience can be a gift when we are attentive to what the pressure reveals.

Taking the moment to receive the gift of what pressure revealed, I stopped to pray, focusing on truth. “God, you know my needs. You care for me more than the birds of the air and flowers of the field. You have provided abundantly and will continue to provide.” Immediately the panic left me and was replaced by faith. The pressure revealed and served as a gift. If I’m honest, I don’t like all that is revealed within me during this pressing time. Yet, when I’ve paused for moments of self-awareness, God has met me every time.

Today, we have the gift of pressure.

Seize this season of pressing, by being attentive to what is revealed. What strength is revealed that can be deployed? What sin tendency is revealed that can be confessed? What weakness is revealed that can be quarantined? The current pressure presents us with focused opportunities to grow. Experience the gift.

3 Thoughts for Leaders In a Perilous Time

Posted on April 22, 2020 by Abby Jungles - Articles, Change Management, Leading Others, Servant Leadership, Team Building

Serious businessman in suit leaning on desk and looking at charts on his laptop.

In this unprecedented and uncertain time, many leaders and managers are wondering what they can do to help the people in their charge. To a certain extent, this will depend on the situation.

Some leaders are still working with their people in person, either because they are in a location where businesses are still open, or because they work in one of those industries that are critical and must continue to function during this time.

For leaders like me in northern California, I cannot even be in the same room with my people as we are limited to staying in our homes with our families. In the course of the next few days, I would guess that most cities and states will shut down like we’ve done here, leaving people to interact only virtually with their team members.

…you should not be hesitant to share your own concerns with your people. They want to know that they can relate to you and that they are not alone in their concerns.

Regardless of your situation, I offer these three simple recommendations:

First, be exceedingly human.

By that, I mean that you should demonstrate your concern for the very real fears and anxieties that your people are experiencing, not only professionally and economically, but socially and personally. Even though you don’t have definitive answers to all of their questions, don’t let that keep you from listening to them and empathizing with their fears. And, contrary to conventional wisdom, you should not be hesitant to share your own concerns with your people. They want to know that they can relate to you and that they are not alone in their concerns.

Second, be persistent.

This is not a time to hold back. Send people updates and regular communication, even if there is not a lot of new information and the message is largely personal. No one will look back at this time and say, “my manager was so annoying with all the encouraging e-mails checking in on me.” When people are isolated, over-communication is more important than ever.

Finally, be creative.

Try new things. Call semi-regular video-conference meetings that allow employees to not only talk about work, but to share their experiences dealing with this situation. Heck, you can have them share movies and games and other tools that they are finding to be helpful with their families and invite them to tell stories about what is going on in their worlds. Crises provide an opportunity for people to come to know one another and establish bonds that will endure long after the crisis is over.

Crises provide an opportunity for people to come to know one another and establish bonds that will endure long after the crisis is over.

What you should avoid is seeming cold or impersonal in the name of “business as usual,” or being absent or inconsistent in the name of “giving people space,” or being afraid to try something new.

These unprecedented times call for you to stretch beyond your normal comfort zones and be even more vulnerable than usual. Six months from now, you’ll look back and be glad you did.

_{This article originally appeared in on cheifexecutive.net.}

If You’re a Leader, You’re in the Love Business

Posted on April 21, 2020 by Abby Jungles - Articles, Leading Others, Servant Leadership, Supervising People

I love my job concepts with text on light box on desk table in home office

“Love is power.” – Rumi, 13th Century

Recently I was working with a client and they said to me, “Jason, the more I grow as a leader the more I realize love is at the center of what I do.” Now, this guy isn’t some ordinary guy (as if those existed). This guy is the CEO of a $3B+ company with offices around the country.

“That’s right,” I said. “You’re in the love business.”

I’m not talking about prostitution, hallmark cards or flowers.

What I mean is this: if you manage, inspire, work with or serve people in any way as part of your job, then love is at the core of your success.

What Love Is Not

The reason a lot of leaders buck at this (or misunderstand it) is because of the way people tend to mishandle love in business.

Love is not being likable. Love is not being nice. Love is not being romantic. Love is not being soft. Love is not avoiding conflict. Love is not telling people what they want to hear.

At Novus Global we define love as “Fierce Advocacy.”

Love in the workplace is “Fierce Advocacy.”

I love my clients. I really do. I’d love them even if I wasn’t getting paid to coach them. But the fact that I get to coach people I love is one of the most rewarding parts of my job.

Because of that, this next story is going to sound a little weird: recently a client told me, “Jason, if my wife walked in on one of our sessions, she might think you’re abusing me.”

I laughed and asked him why, and he said, “Because no one in my life talks to me the way you do, including her!”

The reason for that is because I get paid to tell my clients what no one else will. I get paid to do or say anything I can to serve them, even if it doesn’t sound “nice” or “encouraging.” The reason my clients keep coming back isn’t because I’m tough—it’s because they know my toughness is coming from a place of fierce advocacy for them about the things they say they care about.

I can “get away” with saying anything to my clients because they trust my words are fueled by a white-hot passion for their success.

FOR vs FROM

Our Managing Partner, Dan Leffelaar, and I were recently in Cancun with coaches from all over the world to wrestle with the intersection of leadership and coaching frameworks. We had lots of spirited discussions. (We coaches are a weird breed). There were several times where we had a few tense conversations with some of the other coaches. After one such conversation, one of the coaches approached Dan and said, “You know, even though you and Jason don’t shy away from a good fight, I’ve noticed something about you two.”

“What’s that?” Dan asked.

“I can tell that you’re for the people here.”

That was music to my ears.

Too many times in our meetings and relationships we think about what we want from people.

“I need this by Friday.”

“Can you talk to the developer about that?”

“Make sure you take care of it.”

These are all statements about wanting something from someone. But how many times do we sit and reflect about what we want for them?

How to Grow The Skill of Being “For”

Recently I’ve been taking 15 minutes every week to reflect on what I want FOR the people on my team. What I want FOR my clients. What I want FOR my family and friends.

The people who are frustrating me.

The people who are new and hungry to grow.

The people who are rock stars and doing fine without me.

This simple idea of being FOR people has changed how I see people, how I lead them and how I respond to them. When I have tough conversations, it helps me stay rooted in love for the person, even if the conversation doesn’t go the way either of us want it to.

When interacting with your team, don’t ask what you want FROM them before you’ve gotten clear on what you want FOR them.

When getting on a sales call, don’t ask what you want FROM a potential client. Instead, focus on what you want FOR them.

This principle is not original to me. In fact, Jeff Henderson, one of my favorite leaders and thinkers, recently released a book, Know What You’re FOR: A Growth Strategy for Work, An Even Better Strategy for Life. The book is packed full of examples and questions—frankly better questions for you to process than the ones I’m about to ask you below. Jeff and his community of leaders inspire me. I highly recommend you pick up his book to explore this idea deeper with your team or organization.

Two Questions to Become a More Loving Leader

Question 1: Who Could You Love More Powerfully?

Recently, I was meeting with a group of incredibly successful leaders at an estate in Beverly Hills. While we were talking, I confessed that sometimes it feels like I love my clients better than I love my own family. That realization made me increase my intentionality toward my family and closest friends.

And it also led me to ask my clients the following question: who are the people in our world who we forget to love powerfully?

This second question can be even more powerful.

Question 2: Who Do You Lead but Not Love?

Who is frustrating you on your team right now? Maybe it’s your boss, a colleague or someone who reports to you. Maybe it’s a vendor or a client. Ask yourself, what do you want for them? Notice how asking that question changes your energy towards them and opens up creative potential solutions to your frustration you didn’t see before.

This is—to quote Huey Lewis and The News—the power of love. Being for others actually unleashes energy and creativity that lies latent in the human spirit, on teams and in companies and communities.

The client I mentioned at the beginning—the one who is discovering he and his team are in the love business?

He recently spoke to a group of colleagues who are at the top of their game in a cutthroat industry in one of the most influential cities in the world. He was allowed to talk about any subject he wanted. When he asked me what I thought he should speak about, I encouraged him to pick the most powerful subject he could think of.

He chose “Love.”

April Update—Free Leadership Content for a Season of Crisis

Posted on April 20, 2020 by Abby Jungles - Leading Others, News & Updates

The Global Leadership Network expands to a digital reach.

To serve you in this difficult season, we’ve complied our most relevant resources to help you lead during a season of crisis. The Leadership in a Season of Crisis will be updated regularly as we receive more resources, so check back in to discover the latest!

Access 6+ Free Full-Length Leadership Talks

Are you looking for guidance on how to lead during this unprecedented season? Check out these incredible full-length video sessions featuring Nona Jones, Craig Groeschel, Chris McChesney and Bobby Gruenwald, who share practical tools, ideas and encouragement from their expertise and experience, helping you discern your next right step in your leadership. View Now >>

Leading Through Crisis with Craig Groeschel

In this two-part webinar series, Craig Groeschel dives in, with more than 5,000+ leaders around the world, to share what he’s been learning on what it takes to not just survive but to lead and innovate during crisis and change. The topics he covers include three types of effective communication and how to prioritize your goals into four tiers. He then closes each 1-hour session with invaluable Q&A from the live audience. View Now >>

3 Categories of Resources Specific to Your Needs

Whether you are a marketplace leader, ministry leader, or simply want to see what your favorite GLS faculty is sharing during this difficult season, we’ve divided up our free resources into three convenient categories. View Now >>

View the Leadership In a Season of Crisis page:

Free Event with Chris Voss on May 5th

Posted on April 20, 2020 by Abby Jungles - Communication, Leading Others, News & Updates, Uncategorized

Chris Voss will be joining the GLSnext Event Series on May 5th.

Get Expert Advice on How to Navigate Negotiation & Face Fear in Uncertain Situations

The GLSnext Event Series is designed to inspire your continued growth as you dive into sharpening your leadership skills throughout the year. During this unprecedented season, we are offering this event FREE OF CHARGE.

LIVE online Tuesday, May 5, 2020, learn from negotiation expert, Chris Voss, as we glean from his wealth of knowledge from 24 years of research and real-life experience as an FBI hostage negotiator. Chris will help us navigate negotiations, unpredictable circumstances and tackle fear in uncertain situations.

Don’t forget to get your questions ready for the Q&A discussion with Chris Voss, hosted by returning GLS faculty, Danielle Strickland. Now you can watch the live event online from the comfort of your home entirely for FREE.

Time: 10:30am – 11:30am CDT (8:30am PT, 9:30am MT, 11:30am ET, 12:30pm AT)

Cost: FREE ~~$9.99~~

Introducing the BRAND NEW Global Leadership Network

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