Working inside large organizations has made a former journalist lose his cynicism about those in authority. Here are three lessons he’s learned about leadership.
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Courageous institutional leaders work to hire and develop the next generation of leaders -- even knowing that those leaders likely will leave to work somewhere else, writes a managing director of Leadership Education at Duke Divinity.
Building a thriving team ministry is difficult, but ruining one is easy, says a Lutheran pastor. Follow these five simple steps, and any team ministry is certain to implode.
When Christian leaders learn to hold grace and accountability in creative tension, the foundation is laid for responses that are truly transformative, writes a seminary professor.
Many leaders think they don’t have the time to help others understand their work within the larger mission of an organization. But they do, and they should, writes a managing director at Leadership Education at Duke Divinity.
Oak Foundation supports initiatives around the world, including the Nobel Women's Initiative, which uses the prestige of the Nobel Peace Prize to increase the power and visibility of women's groups working globally for peace, justice and equality.
Photo courtesy of the Nobel Women's Initiative
Being the professional director of a family foundation requires a special set of skills, including deep listening and understanding why others hold the positions they do, says the president of Oak Foundation.
Lean Lab events focus on asking questions and coming up with solutions from people at the bottom of the flowchart, an approach that has helped open up a large institution to new ideas.
Photos courtesy of The Lean Lab
By encouraging innovation, The Lean Lab shows that change is possible even in large institutions. The nonprofit is creating an interdisciplinary community among people who often feel isolated and expected to do the impossible.
Storytelling, experimentation and improvisation are practices of traditioned innovation that move our institutions away from self-sabotage and toward flourishing, writes the theologian.
Churches today may have as many as five generations among their members. Differences between people of different ages can be a source of friction and also an opportunity for growth.
In churches, as in the workplace, generational differences are a challenge. Understanding those differences helps congregations ask the right questions, says the author of two books on generational issues.
Many times institutions have traditions -- such as the Sunday service time -- that are preserved without a reason for doing so.
Leaders must be able to articulate why an institution does what it does. Is it a matter of history, or is there a reason? writes the executive director of Leadership Education at Duke Divinity.
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