Archive for the 'apprenticeship' Category

Jason Shafer

So here’s the deal. I haven’t ever posted an explicitly positive reference on one of my blogs for an individual —- until now. I realize that by doing so, some of you will wonder why I haven’t done this for you. Call me, we can talk. Chances are it probably had more to do with your current situation or my lack of thinking than it was a personalized statement. PLUS, I am growing and trying new things.

But on with it already…

I want to recommend Jason Shafer to those of you who are hiring for a worship leader.

Hands down, it has been cool to get to know Jason for the last year and a half as a mountain biker, friend, worship leader and follower of Christ. Jason has some kick-butt talent in music and worship. He is definitely growing in his relationship with Christ, his relationship with his wife and in his spiritual accountability. I have never ‘worked’ with Jason, but I would if I had a job to offer. Don’t just take my word for it. Read his resume. Watch his stuff. Call him and talk to him yourself. Do your own interview… the Church needs to take risks and develop more young guys & gals who have talent (but I will save those thoughts for another post).

This is Jason… I don’t care if  some of you like the hippy from American Idol version more, this is just sweet!

RED BIKE LEADER (dot com)

www.REDBIKELEADER.com

It’s the new thing! 

When I started this blog less than a year ago, I only had a rough idea of what I wanted to do – very experimental! As the months and posts have passed, I think I have a clue and thus, a brand new website for the articles and content. Check it out and stay connected.

*** This blog will continue to exist, but it will become the home of personal updates in my own leadership life, random thoughts and at times, possibly interesting debates. OR it could die from a lack of interest on my part to maintain it… not that anyone has every done that with their blogs before.

How leadership looks when you take a COACHING and APPRENTICESHIP approach.

A traditional style of leadership (or management) is a one-on-one meeting between the Coaching Leader  (employer, leader) and the Apprenticing Leader  (employee / follower / apprentice) to review leadership, goals, performance, direction and change. This usually takes place inside of the office, online meeting, conference call or confines of the work environment. In this scenario the Coaching Leader   doesn’t usually venture into the actual leadership environment of their  Apprenticing Leader .

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A next step in this particular relationship could include some time between the Coaching Leader  and the Apprenticing Leader together outside the walls of the working culture. (Please don’t undervalue this investment of time between two leaders, however, you can be friends without working on a common mission. You aren’t being paid to be friends — you are being employed to accomplish something!)

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A commonly used technique for enhancing leadership in this setting will be for the Coaching Leader to share tips, tricks & practices that are gleaned out of their current or previous leadership responsibilities. The only real difference to the Apprenticing Leader from the classroom in school in this particular scenario is that the lessons are based on an actual environment with real people and real challenges. However, the  Apprenticing Leader is not seeing the leadership practices being carried out in an actual environment. The challenge with this technique is that although there is a lot written and to be learned about leadership, we all know that the soft skills needed for any leadership environment are almost impossible to capture fully in any written document and even more difficult to draw from unless the exact situation presents itself.

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Here is where I would like to propose what could very well be the best way to coach an emerging leader… go into their actual leadership environment and observe them in action. Don’t step into lead, but rather step into support (stand behind them) or assist (stand beside them). ALWAYS be very careful to not lead for them or in place of them.

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 As a  Coaching Leader  standing behind your Apprenticing Leader should mean that you are seen but not heard. You are there to observe, encourage and in the event someone comes to you to for leadership, you redirect them to your Apprenticing Leader. There are lots of great phrases to use in this scenario, but one might by “hey, thanks for asking me about that, but I am sure that Al has an answer, he seems to be doing a fine job leading”. When you are seen supporting the new leader, you are giving them “credentials” that will take them a while to earn on their own.

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 Standing beside your Apprenticing Leader means you are in a position to see all of the challenges that they are facing, give them quick observations, tips or pointers, all the while affording them the space and authority to take the appropriate actions. Here’s the thing –  developing leaders want to lead, but they can be better equipped to lead if they are coached through the process as we would do with an athlete during the game. If you will approach leadership  and leadership environments as a  Coaching Leader  you will give others confidence in the Apprenticing Leader  because they will see that you are actively involved in their development.

so you want to be mentored?

In search of self improvement or a desire to move forward professionally, young people land on the idea that they need a mentor. However, wanting a mentor or teacher is a whole lot easier than the process of being mentored. Here are a few quick things to consider on the subject:

- go look for one – It sounds too absurd, but it is all too true that most people want a mentor to come looking for them. ANY individual that you would want to have as a mentor is not just sitting around bored. They have things going on and lots of people who want their time — that is in fact the reason that you want them! They know something that you don’t about your job, about life or about how to lead their families. If you want some of their time, go ask for it. Don’t sit in your office crying about the fact that no one will invest in you. No one will invest in you because you haven’t asked them to.

- make it a priority, not a leftover – since this is more than likely something you are doing outside of the scope of your paying job, there might be a tendency to treat this like a personal friendship or a hobby — don’t do that. Treat this like a meeting with your boss who’s opinions should have significant impact on your reality. For starters, SHOW UP ON TIME OREARLY! If you are unavoidably running behind, at least call. Next, get the appt. on your calendar as a ‘can’t miss’item; do not treat it as something that you will wipe out if some other meetings come up. For peet’s sake, this is your personal & professional development we are talking about, don’t let that become a third tier item. Also, bring at least one discussion item to the table each time for them to weigh in on. Don’t expect your mentor to lead every conversation; bounce stuff off of them that is important to your situation.

- don’t play games with reality - You aren’t ready to be mentored if you aren’t ready to be honest; about yourself, your situation, your work ethic, your morals, your finances, your family, your priorities, your ambitions —- ALL of it. There is no bigger waste of time on this earth than to trying to mentor a person who is blowing smoke about who they really are. Don’ bother meeting if you can’t be truthful about your reality. Mentors aren’t afraid of your reality, in fact they embrace it. Helping you move forward is why they are there.

- be ready for some pain - Once you have been honest, brace yourself for to hear things that no one else is telling you. Your gut reaction will be that “this guy is wrong and/or mean”. Not so. What is going to take place when you have found a good mentor are a series of questions, reality checks, performance penatrating observations and soul searches. After that, they will also tell you the truth in a way that likely no one has before. You want them to do this… trust me. If they didn’t do this you wouldn’t need them. If others were doing this, you wouldn’t need a mentor. Don’t shy away from what they need you to hear. Don’t flinch. Don’t whine about it to others. Take it. Think on it. Watch to see if what they tell you isn’t truer than you first thought.

- practice the advice that they give – Now, here is the rub. – Nothing up to this point matters if you don’t TRY THE PRACTICAL ADVICE that this person gives you. You might as well go talk to a therapist if you just need someone to talk to and are interested in hearing back some reflections. In fact, I will go so far as to say that you don’t need to meet a second time until you have practiced and tried some of the practical advice from your first meeting with them. Here is a  test of whether you have found a good mentor = they will give you some pratical things that you can implement into your life. Nice people are great, but far too many people operate in the land of ideas. You want someone who will practically help shape your life in the most important areas. When you find this person and the challenge you to do something, for goodness sake and the sake of their sanity, DO IT!

- invite feedback – You can practice this without mentors + this is a sure fire way to get what you really need to hear. Don’t just simple ask, “how am I doing?” but ask more detailed questions about specific performance related areas of your life. Let trusted people know that you want to grow, how your trying to grow, that their critique is welcome, and then don’t get defensive when it comes. For your mentor, invite them to ask follow up questions about the advice that they have given you (hopefully you have earnestly put it into action). Ask them follow up questions that get you more specific data on the areas where you know you need to grow. But, DON’T, DON’T, DON’T get defensive! You don’t need to win a mentor over because they are already on your side. So, when the feedback comes, listen, take notes, and then go at it again.

- pay for lunch, but nothing else - Professional coaches are helpful, but they’re also motivated by the money that you are sending their way. You know you have found your mentor (we will look at “qualities of a mentor” at some other time) when they are motivated by helping you grow – period. However, practice the old axiom, who ever has the agenda for the meeting ought to be the one buying the breakfast, coffee or lunch – so in this case, that means YOU!

Lead your life like you want to be lead.

As a young leader, you must live out the very principles and nature of leadership that you desire to receive from the leaders that shape your current reality.

 

Becoming a leader requires the exercise of you determining the DEFINING PRINCIPLES that will govern your life and leadership ::: you must know WHAT & WHY people will follow, then go through your environments practicing those principles with as much integrity as possible. HOWEVER, if you should ever find a principle that you have adopted does in fact not have merit, you must be willing to admit it, alter it and move on.

 

Young leaders ache for leadership to be relational. They want a  personal connection with the one(s) from whom they take direction, even going so far as to desire a “buddy” sort of status.

[we can examine the positives and negatives of this hope at another time]

However, here is where the axiom comes into play… A young leader should not expect something from his/her leader which they are NOT willing to live out themselves, even if it scares them.

 

You can’t treat your leader as an emotionless robot when making “your” decisions that affect them and then hope to receive empathy and understanding in the highest degree when they are making critical decisions that will have a personal impact on you. You shouldn’t expect a corporation to have sensitivities, patience and grace with regards to the end of your partnership together if you would quickly exchange your partnership with them for one that is slightly more affirming or lucrative or personally beneficial in some way.

 

BOTTOM LINE: to become a leader with defining character & principles, you must live out your early convictions in every environment possible to test them and to help develop and shape the very environment of which you hope to receive the value of your principles being lived out by others – - – - you ALWAYS lead by example.