Urgent Leadership Quotes

Just because it says URGENT doesn’t necessarily mean it’s important.

It is incumbent on leadership to reevaluate areas where women have been relegated to serve that are not based on biblical prohibitions but rather on cultural practices that may be extensions of sexism and misogyny.

It is the principal paradox of this period that the only sphere of our economic system in which government intervention is urgently necessary is also the only point at which action of the State is now effectively inhibited. It is in the region of wages and prices that we really require the continual economic leadership of government, but in our prevailing trade structure any such suggestion has come to be regarded as impious.

self-leadership: the ability to perceive the world around her, discern the best next step, focus on the mission at hand, and, piece by piece, create a representation of her passion that feels relevant and urgent to the people who need it most.

Since the local church is “the pillar and support of the truth” (1 Tim. 3:15b), its leaders must be rock-solid pillars of biblical doctrine or the house will crumble. Since the local church is also a small flock traveling over treacherous terrain that is infested with “savage wolves,” only those shepherds who know the way and see the wolves can lead the flock to its safe destination. An elder, then, must be characterized by doctrinal integrity.

We live in a world in which everything seems to needed now and working quickly is normally viewed as a positive attribute in the workplace...Do not let yourself become too frazzled and stressed by doing everything at high speed. As I have coached hundreds of individuals in the workplace, I have discovered that we waste precious time by delaying and procrastinating. We might know that the work is very urgent and important but we still might find ourselves being slow to start the task.

As the human species flirts with its own self-extinction, whether through weapons of mass destruction or environmental degradation, the world urgently needs this global institution to be rational, historically minded, pluralistically respectful, committed to peace, a tribune of justice, and a champion of the equality of women. That Vatican II occurred at all is enough to validate, if not in belief in the Holy Spirit, the hope that this great institution can survive the temporary moral collapse of its leadership.

Quadrant II is the important but not urgent. This may be the most important use of your time as an EntreLeader. The things that fall in this category impact the quality of your life and business possibly more than any other area. Examples of what falls into this area are exercise, strategic planning, goal setting, reading nonfiction leadership/business books, taking a class or three, relationship building, prayer, date night with your spouse, a day off devoted to brainstorming, doing your will/estate plan, saving money, and having the oil changed in your car. We can all agree that things that aren’t urgent but are important may be the most important activities we engage in as we look back at our life. The problem is we live in a society where the urge to be in motion, frenetic motion, at all times seems to be the spirit of the age. There is something about a quad II activity that causes you to pause and let a breath out, sigh, then engage in it. Activities like the ones mentioned above are the building blocks of a high-quality life and business, and yet because they are not urgent they seem to be some of the things we avoid the most.

Often these approaches reflect the inverse of the habits of effective people. In fact, my brother, John Covey, who is a master teacher, sometimes refers to them as the seven habits of ineffective people: Be reactive: doubt yourself and blame others. Work without any clear end in mind. Do the urgent thing first. Think win/lose. Seek first to be understood. If you can’t win, compromise. Fear change and put off improvement. Just as personal victories precede public victories when effective people progress along the maturity continuum, so also do private failures portend embarrassing public failures when ineffective people regress along an

WHY PARADIGMS MATTER Ideas drive results. People's beliefs drive their actions. Actions that stem from a simple, complete and accurate paradigm result in personal fulfillment, harmonious relationships, and economic prosperity. Actions based on false, incomplete and inaccurate paradigms, however well intended or passionately defended, are the cause of widespread misery, suffering and deprivation. As detailed in Rethinking Survival: Getting to the Positive Paradigm of Change, a fatal information deficit explains the worldwide leadership deficit and related budget deficits. In a dangerous world where psychological and economic warfare compete with religious extremism and terrorism to undo thousands of years of incremental human progress, a healing balance is urgently needed. Restoring a simple, complete and accurate paradigm of leadership and relationships now could make the difference between human survival on the one hand, and the extinction of the human race (or the end of civilization as we know it), on the other. p. 7.

The year 1944 was the year of the greatest burdens in this mighty struggle. It was a year that again proved conclusively that the bourgeois social order is no longer capable of braving the storms of the present or of the coming age. State after state that does not find its way to a truly social reorganization will go down the path to chaos. The liberal age is a thing of the past. The belief that you can counter this invasion of the people by parliamentary-democratic half-measures is childish and just as naive as Metternich’s methods when the national drives for unification were making their way through the nineteenth century. The lack of a truly social, new form of life results in the lack of the mental will to resist not only in the nations but also in the lack of the moral power of resistance of their leaders. In all countries we see that the attempted renaissance of a democracy has proved fruitless. The confused tangle of political dilettantes and military politicians of a bygone bourgeois world who order each other around is, with deadly certainty, preparing for a plunge into chaos and, insofar as Europe is concerned, into an economic and ethnic catastrophe. And, after all, one thing has already been proved: this most densely populated continent in the world will either have to live with an order that gives the greatest consideration to individual abilities, guarantees the greatest accomplishments, and, by taming all egotistical drives, prevents their excesses, or states such as we have in central and western Europe will prove unfit for life, which means that their nations are thereby doomed to perish! In this manner-following the example of royal Italy-Finland, Romania, Bulgaria, and Hungary collapsed during this year. This collapse is primarily the result of the cowardice and lack of resolve of their leaders. They and their actions can be understood only in light of the corrupt and socially amoral atmosphere of the bourgeois world. The hatred which many statesmen, especially in these countries, express for the present German Reich is nothing other than the voice of a guilty conscience, an expression of an inferiority complex in view of our organization of a human community that is suspicious to them because we successfully pursue goals that again do not correspond to their own narrow economic egotism and their resulting political shortsightedness. For us, my German Volksgenossen, this, however, represents a new obligation to recognize ever more clearly that the existence or nonexistence of a German future depends on the uncompromising organization of our Volksstaat, that all the sacrifices which our Volk must make are conceivable only under the condition of a social order which clears away all privileges and thereby makes the entire Volk not only bear the same duties but also possess the same vital rights. Above all, it must mercilessly destroy the social phantoms of a bygone era. In their stead, it must place the most valuable reality there is, namely the Volk, the masses which, tied together by the same blood, essence, and experiences of a long history, owe their origin as an individual existence not to an earthly arbitrariness but to the inscrutable will of the Almighty. The insight into the moral value of our conviction and the resulting objectives of our struggle for life give us and, above all, give me the strength to continue to wage this fight in the most difficult hours with the strongest faith and with an unshakable confidence. In such hours, this conviction also ties the Volk to its leadership. It assured the unanimous approval of the appeal that I was forced to direct to the German Volk in a particularly urgent way this year. New Year’s Proclamation to the National Socialists and Party Comrades Fuhrer Headquarters, January 1, 1945

Leadership is simply a well applied energy burst. If a leader is going to let his energy get depleted through not important and urgent activities that distracts every ministry, then there will not be any energy left to counteract the evangelistic entropy that attacks every church and robs them of their evangelistic effectiveness.

• Associated with Habit 3: Put First Things First is the endowment of willpower. At the low end of the continuum is the ineffective, flaky life of floating and coasting, avoiding responsibility and taking the easy way out, exercising little initiative or willpower. And at the top end is a highly disciplined life that focuses heavily on the highly important but not necessarily urgent activities of life. It’s a life of leverage and influence.

When pride comes, then comes dishonor, but with the humble is wisdom” (Prov. 11:2;

When you decide to take a step to the right, you expect all parts of your body to work in unity to take that step. Actually, you do not even expect it; it is just as natural a feature of our existence as drawing breath. You would be dumbfounded if not outright terrorized if your left leg suddenly moved in the opposite direction. While this is an everyday occurrence in the corporate world, with organizations aimlessly ambling about like zombies, the problem of moving in unity becomes even more urgent if we truly aim to achieve business agility. It is only when we can harmonize the decentralized decision making in the teams with the intent of senior leadership that we can achieve real business agility. Imagine your organization moved like your body: If there is an unexpected noise in your environment, your whole body turns in that direction to assess the situation and address possible threats that might come towards you. How great would it be if your organization did the same? Flexibly reacting to changes in the environment without friction, discussion, or delay, just a seamless and natural response — would that not be true agility?

It takes focus to avoid spending all our time on only what is urgent. Better today is the important work — the work that we must perform to achieve our ambitions.

The need for women to be in positions of leadership at levels equal to men has never been more urgent.

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11.

the deluge of information available today, the velocity of disruption and the acceleration of innovation are hard to comprehend or anticipate. They constitute a source of constant surprise. In such a context, it is a leader’s ability to continually learn, adapt and challenge his or her own conceptual and operating models of success that will distinguish the next generation of successful business leaders. Therefore, the first imperative of the business impact made by the fourth industrial revolution is the urgent need to look at oneself as a business leader and at one’s own organization. Is there evidence of the organization and leadership capacity to learn and change? Is there a track record of prototyping and investment decision-making at a fast pace? Does the culture accept innovation and failure?

Motivate the Workforce. Have you identified each person’s “hot button” and focused on it? Do you work personal pride and shared purpose into most communications? Are you keeping your powder dry for those urgent moments when you may need it?   8. Embrace the Front Lines. Have you made your intent clear and empowered those around you to act? Do you regularly meet with those in direct contact with customers? Is everybody able to communicate their ideas and concerns to you?   9. Build Leadership in Others. Are all managers expected to build leadership among their subordinates? Does the company culture foster the effective exercise of leadership? Are leadership development opportunities available to most, if not all, managers? 10. Manage Relations. Is the hierarchy reduced to a minimum, and does bad news travel up? Are managers self-aware and empathetic? Are autocratic, egocentric, and irritable behaviors censured? 11. Identify Personal Implications. Do employees appreciate how the firm’s vision and strategy impact them individually? What private sacrifices will be necessary for achieving the common cause? How will the plan affect people’s personal livelihood and quality of work life? 12. Convey Your Character. Have you communicated your commitment to performance with integrity? Do those in the organization know you as a person, and do they appreciate your aspirations and your agendas? Have you been in the same room or at least on the same call with everybody who works with you during the past year? 13. Dampen Overoptimism and Excessive Pessimism. Have you prepared the organization for unlikely but extremely consequential events? Do you celebrate success but also guard against the by-products of excessive confidence? Have you paved the way not only for quarterly results but for long-term performance?

First, the Bible says that an elder must be of irreproachable moral character and capable in the use of Scripture because he is “God’s steward,” that is, God’s household manager (Titus 1:7). An elder is entrusted with God’s dearest and most costly possessions, His children. He thus holds a position of solemn authority and trust. He acts on behalf of God’s interests. No earthly monarch would dare think of hiring an immoral or incapable person to manage his estate. Nor would parents think of entrusting their children or family finances to an untrustworthy or incompetent person. So, too, the High and Holy One will not have an unfit, unqualified steward caring for His precious children.

Christianity, the humblest of all faiths, degenerated into the most power-hungry and hierarchical religion on the face of the earth. After the emperor Constantine elevated Christianity to the status of a state religion in A.D. 312, the once-persecuted faith became a fierce persecutor of all its opposition.

Authoritarianism is evil, anti-social, anti-human and ultimately anti-God (for self-deifying pride is at its heart), and I have nothing to say in its favor.11

Accountability An executive in service, as I said in the first chapter, must be one who lives for today but cares nothing for tomorrow. If this is so, and he does what he has to do day-to-day, with zeal and thoroughness, so that nothing at all is left undone, he has no reason to feel any reproach or regret. But living in the moment of the day does not mean ignoring future consequences. Troubles arise when people rely on the future and become lazy and indolent and let things slide. They put off quite urgent affairs after a lot of discussion, not to speak of less important ones, in the belief that they will do just as well the next day. They push off this responsibility onto one comrade and blame another for shortcomings. And when trying to get someone to do something for them, if there is no one to assist, they leave it undone, so that before long there is a big accumulation of unfinished jobs. This is a mistake that comes from relying on the future against which one must be very definitely on one’s guard. For instance, some executives are never accountable enough to arrive on time for a meeting. These silly fellows waste time by having a smoke or chatting with their secretaries and colleagues when they ought to be starting, and so leave their office late. They then have to hurry so much that, as they walk or drive, they do not acknowledge with courtesy people they pass. And when they do get to their destination, they are all covered with perspiration and breathing heavily, and then have to make some plausible excuse for their lateness on account of some very urgent business they had to do. When an executive has a meeting, he never ought to be late for any private reason. And if one man takes care to be a little early and then has to wait a bit for a comrade who is late, he should not sit down and yawn, neither should he hurry away when his time is up as though reluctant to be there. For these things do not look at all well either.

Tethered to our smart phones, we are too caught up and distracted to take the time necessary to sort through complexity or to locate submerged purpose . In our urgent rush to get "there," we are going everywhere but being nowhere. Far too busy managing with transactive speed, we rarely step back to lead with transformative significance.

Letting yourself be blown by the wind of the seemingly urgent is simply unacceptable if you want to reach your potential.

If the men are supposed to be the heads of the family, they must also be the heads of the community. The community must be structured in a way that supports the pattern of the family, and the family must be structured in a way that supports the pattern of the community

If the men are supposed to be the heads of the family, they must also be the heads of the community. The community must be structured in a way that supports the pattern of the family, and the family must be structured in a way that supports the pattern of the community.

Confronted with urgent practical problems centering in the need to industrialize without delay, the collective party leadership shifted the center of gravity more to economics than to “culturalizing.” The party debate on how best to build socialism in Russia turned largely into a debate about industrialization,

The eldership must clarify direction and beliefs for the flock. It must set goals, make decisions, give direction, correct failures, affect change, and motivate people. It must evaluate, plan, and govern. Elders, then, must be problem solvers, managers of people, planners, and thinkers.

The combination of wealth disparity, the perils of technology, countries aging at different rates, the breakdown in society, and the loss of trust is behind the emergence of four crises: a crisis of prosperity, a crisis of technology, a crisis of institutional legitimacy, and a crisis of leadership. Moreover, as each crisis worsens, it poisons other elements of ADAPT, multiplying

If we want to understand Christian elders and their work, we must understand the biblical imagery of shepherding. As keepers of sheep, New Testament elders are to protect, feed, lead, and care for the flock’s many practical needs.

the New Testament offers more instruction regarding elders than on other important church subjects such as the Lord’s Supper, the Lord’s Day, baptism, or spiritual gifts. When you consider the New Testament’s characteristic avoidance of detailed regulation and church procedures (when compared to the Old Testament), the attention given to elders is amazing.

In his remarkably penetrating booklet, The Mark of the Christian, Francis Schaeffer reminds us that the real issue to be dealt with in most of our conflicts is not the issue at hand but our lack of Christlike love toward our fellow Christians:

Power is like saltwater; the more you drink the thirstier you get. The lure of power can separate the most resolute of Christians from the true nature of Christian leadership, which is service to others. It’s difficult to stand on a pedestal and wash the feet of those below.

I have learned that ethical leaders lead by seeing beyond the short-term, beyond the urgent, and take every action with a view toward lasting values.

New Testament, Christianized elders are not mere representatives of the people; they are, as the passages above show, spiritually qualified shepherds who protect, lead, and teach the people. They provide spiritual care for the entire flock. They are the official shepherds of the church.

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

Vision Cast. Once the church culture is assessed, the hard work really begins. The leadership of the local church must take the next, daring step: casting a new vision for a healthy culture that makes disciples and reproduces leaders. As a vision is shared for developing leaders, the vision must be rooted in biblical conviction. The church must hear that she is on the planet to make disciples, that the mission is urgent, and that God has called His people as missionaries into all spheres of life. Changing culture is changing the fundamental narrative of a local body of believers. Casting vision is all the more challenging when sin must be confronted. For Christians, our unwanted behaviors are often not just unhelpful or nonstrategic; often what needs to be addressed is actually sin. This makes forming culture a gut-wrenching experience. We are not simply moving people past their previous mistakes and misunderstandings. Rather, culture change through vision-casting in the local church often means walking the church through corporate repentance. Churches, and church leaders, cannot be simple pragmatists attempting to get the most effective behaviors to produce the greatest return. Instead, we are worshippers, living under the kind rule of our Sovereign Father. The local church needs brave culture leaders. We need to paint wonderful pictures of future obedience, while leading our churches to repent of our past failures. In order to move our people into a new season of obedience, grief is an appropriate response. This grief in Scripture is not just an individual activity; it’s a corporate activity, led by church leaders. Peter preached the first gospel message with an aim of producing grief over sin. He accused them of crucifying and killing Jesus (Acts 2:23, 36). Their response? “They were cut to the heart . . . and said, ‘Brothers, what must we do?’” (v. 37). They experienced grief of sin, which produced repentance (v. 38).9 The path forward for the Christian church is through the road of repentance. The content of this vision will become a roadmap. What theological convictions need to be changed, added, or forgotten? What will it look like once the new convictions are embraced?

No matter how urgently improvement is needed, how skilled the facilitator is, or how well-intentioned the mapping team is, it’s unrealistic to expect work systems that have existed for years or even decades to be completely transformed in a matter of months. Any consultant who tells you that it’s likely, or even possible, should be shown the door. Change takes time.

The urgent question of our time is whether we can make change our friend and not our enemy.