As leaders, one of our primary goals is to foster the growth of our business or organization. However, a critical factor that directly influences this growth is often overlooked: the growth of the people within the organization. And what determines the growth of people? It's the growth of the leader they report to.
Imagine a drink cup with a lid. The lid is there to keep the drink from spilling, but in leadership, it represents the limitations we place on ourselves. When we don't work on increasing our capabilities and overcoming our limitations, we essentially put a lid on the potential of those we lead. As leaders, we are asking people to follow us. If we limit ourselves, people will only travel as far as we do.

The Growth Lid
John C. Maxwell, in his book The 21 Irrefutable Laws of Leadership, describes the Law of the Lid, which states that an organization's potential is determined by the leader's ability. If a leader's ability rates at a 6 on a scale of 1 to 10, the organization will never perform above a 5. The leader is the lid on the organization's potential. To raise the lid, the leader must grow and develop themselves.
If you’re not growing, why would you expect your team to grow? Leadership is about setting an example. When you show a commitment to personal growth, you inspire and motivate your team to do the same. However, if you neglect your own development, you stifle the growth of those you lead.

The Cost of Stagnation
Consider this: you're leading someone who strives to grow, who has the potential to bring great value to the team and the organization. If you don't nurture that potential, you risk losing them. People go where they grow. If your organization doesn't provide opportunities for growth, they'll find it elsewhere.
In the Bible, Jesus emphasized the importance of growth and development. In the Parable of the Talents (Matthew 25:14-30), the master entrusts his servants with talents (a form of money). The servants who invest and grow their talents are rewarded, while the one who does nothing with his is reprimanded. This parable teaches us the importance of using and developing our abilities. As leaders, we must invest in our own growth to effectively guide and grow our team.

Investing in Yourself
You will not be able to lead others until you invest in yourself first. Personal growth should be a continuous journey. Here are some practical steps you can take to invest in your growth:

Read and Learn: Commit to reading books, attending workshops, and learning from other leaders. Leadership is a skill that can always be improved.
Seek Feedback: Regularly ask for feedback from your team and peers. Constructive criticism is a valuable tool for personal development.
Set Goals: Establish clear, achievable goals for your personal and professional growth. Regularly review and adjust these goals as needed.
Mentorship: Find a mentor who can guide you and provide wisdom from their own experiences. Likewise, mentor someone else; teaching is a powerful way to solidify your own learning.
Reflect and Adapt: Take time to reflect on your experiences and adapt your strategies accordingly. Self-reflection helps you understand your strengths and areas for improvement.
Growing with Intent
Growth doesn't happen by accident; it requires intentional effort. In 2 Peter 1:5-8, we are encouraged to "make every effort to add to your faith goodness; and to goodness, knowledge; and to knowledge, self-control; and to self-control, perseverance; and to perseverance, godliness; and to godliness, mutual affection; and to mutual affection, love." This passage highlights a progression of growth, showing that each step builds upon the previous one. Similarly, in leadership, each stage of personal development strengthens our ability to lead effectively.
If you are looking to get better, the question you may want to ask yourself is, "How will you grow?" As leaders, we must prioritize our own growth to effectively lead others. When we remove the lids of our limitations, we create an environment where our team can flourish. Remember, the growth of your organization is a reflection of your growth as a leader. Invest in yourself, lead by example, and watch your team and organization reach new heights.

​As leaders, one of our primary responsibilities is to ensure that our teams are driving for results. This often involves a combination of education and motivation. We educate our teams by imparting knowledge, skills, and strategies. We motivate them by inspiring, encouraging, and energizing them to reach their full potential. However, while education and motivation are crucial, they are not the end of the story. We must ask ourselves an important question: Are we truly activating our teams?
Understanding Activation
Let's begin by examining the definition of activation. To activate means to start something off, to trigger it, or to set it in motion. When we think of activation in the context of our teams, it involves more than just providing information and encouragement. Activation means creating the conditions that enable our team members to take action and make a change.
Consider the simple act of using a remote control to change the channel on a TV. By pressing a button, we activate the remote, setting in motion a series of actions that result in a different channel being displayed. In this analogy, the remote control represents the tools, resources, and environment we provide to our teams. But unlike a remote, which requires just a push of a button, activating our teams involves a more nuanced approach.
The Power of Activation
When we activate our teams, we are doing more than just talking at them. We are engaging them in a way that compels them to take ownership of their roles and responsibilities. We are creating an environment where they feel empowered to take initiative and make decisions that drive results. This activation is what brings our teams together, aligning them with a shared purpose and filling them with a unified message.
How to Activate Your Team
1. Provide Clear Direction and Purpose Activation starts with clarity. Your team needs to understand the bigger picture and how their individual contributions fit into it. Communicate the vision, mission, and goals of the organization clearly and consistently. When team members understand the "why" behind their work, they are more likely to feel motivated to act.
2. Equip with the Right Tools and Resources Just as a remote control needs batteries to function, your team needs the right tools and resources to be effective. Ensure they have access to the necessary technology, information, and support systems. This might include training programs, software, and access to key decision-makers.
3. Foster an Environment of Trust and Empowerment Activation thrives in an environment where team members feel trusted and empowered. Create a culture where it is safe to take risks and make mistakes. Encourage autonomy by delegating responsibilities and trusting your team to make decisions. When people feel trusted, they are more likely to step up and take action.
4. Encourage Open Communication and Feedback Open communication is essential for activation. Establish channels where team members can share ideas, ask questions, and provide feedback. Regular check-ins, team meetings, and an open-door policy can help facilitate this. Listening to your team and valuing their input will make them feel more engaged and ready to act.
5. Recognize and Reward Initiative Recognition and rewards are powerful motivators. Celebrate successes, both big and small. Acknowledge team members who take initiative and contribute to achieving the organization's goals. This not only boosts morale but also encourages others to step up and take action.
6. Lead by Example As a leader, your actions speak louder than words. Model the behavior you want to see in your team. Show enthusiasm, commitment, and a willingness to take action. Your example will inspire your team to follow suit.
Conclusion
As leaders, it is not enough to simply educate and motivate our teams. We must also activate them. Activation involves creating the conditions that enable team members to take action, make decisions, and drive results. By providing clear direction, equipping with the right tools, fostering trust, encouraging communication, recognizing initiative, and leading by example, we can activate our teams and achieve extraordinary results together.
In essence, activation is about turning potential into action and transforming a group of individuals into a cohesive, results-driven team. Let us, as leaders, ensure that we are not only teaching and motivating but also activating our teams to reach new heights of success.
 
 
 
 
 

Leadership: Being Offended Never Permits Us to Be Offensive
Leadership is an art that requires a delicate balance of strength, empathy, and wisdom. One of the most challenging aspects of leadership is managing personal emotions, particularly when faced with criticism or offense. However, a key principle that effective leaders must uphold is that being offended never permits us to be offensive. This principle is not just about maintaining professionalism; it’s about embodying the true essence of leadership.

The Power of Grace Under Fire
Let's take a look at a real-life example that illustrates this principle beautifully.
The Story of Abraham Lincoln
Abraham Lincoln, the 16th President of the United States, is often celebrated not just for his leadership during one of the most tumultuous times in American history, but also for his grace under pressure and his ability to maintain composure in the face of intense criticism.
One of the most famous stories about Lincoln’s leadership involves his relationship with Edwin Stanton. Before Lincoln appointed Stanton as his Secretary of War, Stanton had referred to Lincoln in very harsh terms, calling him a “low cunning clown” and “the original gorilla.” Despite these insults, Lincoln chose Stanton for the position because he recognized Stanton’s competence and dedication to the Union cause.
During their time working together, Lincoln never retaliated against Stanton’s past insults. Instead, he treated him with respect and focused on the common goal of preserving the nation. Over time, Stanton came to deeply respect and admire Lincoln. When Lincoln was assassinated, it was Stanton who famously said, “Now he belongs to the ages,” honoring Lincoln’s legacy with genuine reverence.


Lessons for Modern Leaders
Lincoln’s story offers several crucial lessons for modern leaders:
Focus on the Bigger Picture: Effective leaders understand that personal offense should never cloud their judgment. Lincoln focused on the greater good of the nation rather than personal vendettas.
Embody Humility: Lincoln’s decision to appoint Stanton despite his previous insults demonstrated humility and a willingness to prioritize competence over personal feelings.
Practice Grace: By not responding offensively to Stanton’s earlier remarks, Lincoln modeled grace and set a tone of respect and professionalism.
Transform Adversaries into Allies: Lincoln’s ability to win over Stanton highlights how leaders can transform potential adversaries into allies through respect and collaboration.

Practical Steps for Leaders
Pause and Reflect: When you feel offended, take a moment to pause and reflect. Ask yourself whether reacting offensively will help or hinder your goals.
Choose Your Battles Wisely: Not every slight or criticism warrants a response. Focus on what truly matters and let go of minor offenses.
Model Respect: Your behavior sets the tone for your team. Model respect and professionalism, even when you feel wronged.
Seek Understanding: Try to understand the perspective of the person who offended you. This doesn’t mean you have to agree with them, but understanding can help you respond more thoughtfully
Remember Your Role: As a leader, your actions are always under scrutiny. Maintaining composure and responding with grace can inspire your team and earn their respect.
Being offended is a natural human response, but as leaders, we must rise above personal grievances. The story of Abraham Lincoln and Edwin Stanton reminds us that true leadership is about grace, humility, and the relentless pursuit of a higher purpose. By embodying these qualities, leaders can navigate the challenges of leadership with dignity and inspire those around them to do the same.

The Journey of Confronting and Growing as a Leader
A few years ago, when I stepped into a leadership role, I was confident and enthusiastic. I believed I had the skills and insight needed to guide my team effectively. The notion of leadership seemed straightforward to me—I thought, "I've got this." However, reality quickly showed me that leadership was far more complex than I had anticipated.
My initial confidence was shaken during a conversation with my boss. He approached me to discuss some concerns, but I wasn't open to hearing his feedback. I was convinced that I knew what needed to be done, and I wasn't ready to entertain any suggestions or criticisms. This closed-minded attitude stemmed from my reluctance to confront the issues within the team and within myself. I preferred to believe that everything was under control, even when it clearly wasn't.
As the conversation progressed, it became increasingly clear that I didn't have all the answers. My boss's words forced me to take a step back and reevaluate my approach. In that moment of humility, I realized the truth of a statement that has since become a guiding principle for me: "You cannot change what you will not confront."
The core issue was that I didn't want to confront the problems because I wasn't willing to identify them. Acknowledging the existence of problems felt like an admission of failure, and I was afraid of what that might mean for my leadership. But I soon learned that true leadership requires the courage to face uncomfortable truths and the willingness to engage with them head-on.
As a leader, whether within an organization or at home, growth is impossible without confronting problems. It's only when we face issues directly that we can begin to build solutions and initiate meaningful change. This process is undoubtedly challenging. It requires us to look in the mirror and acknowledge our own shortcomings and the areas where we need improvement.
Confronting problems is not just about identifying external issues within the team or organization. It's also about self-reflection and recognizing our own limitations and biases. This self-awareness is crucial for personal growth and effective leadership. By understanding our own role in the problems we face, we can better understand how to address them.
In my journey, I've learned that leadership is not about having all the answers. It's about being willing to listen, learn, and adapt. It's about fostering an environment where open communication and constructive feedback are encouraged. And most importantly, it's about having the courage to confront issues, even when it's difficult.
This principle has transformed my approach to leadership. I've become more receptive to feedback and more proactive in addressing problems. I've learned to see challenges as opportunities for growth, both for myself and for my team. By confronting issues directly, we've been able to build stronger, more resilient systems and relationships.
In conclusion, the path to effective leadership is paved with the willingness to confront and address problems. It's a continuous journey of self-discovery, learning, and growth. As leaders, we must embrace this journey and encourage others to do the same. Only then can we create an environment where everyone can thrive and achieve their full potential.