1. If you are a leader, manager, or administrator, make sure you communicate the what, when, where, and why of any changes, big or small, you are making in the organization. Do it as far in advance as you can. Do it  no matter whether its your whole team or just a few people that will be affected by the change.
2. Take time to thank God for people who are committed to the mission of your organization and who take pride in a job well done. They are your organization.
3. Employees from the traditionalist generation are a blessing. Their wisdom is priceless.
4. Make every effort to get the sleep and rest you need. You’re a better decision maker when you are fully rested (in mind and body).
5. Pray like it all depends on God and prepare like it all depends on you.
   
6. When you’re struggling to get something done, ask for help. 

I use the phrase “battle of leading” because for me leadership often feels like battling. It involves struggle, it involves confrontation, it involves striving, it involves contending and campaigning. It involves having difficult conversations with an employee who is off track when it would be easier to just let them be. It involves leading a team through major procedural changes rather than letting someone else take the heat. It involves listening and trying to learn from staff who are unhappy with how things are going rather than avoiding.

I am intrigued by other leaders who  also describe their journey in leadership the same way. Abraham Lincoln, Winston Churchill, and Martin Luther King Jr. come to mind. I can’t really compare what I do to the kinds of issues those leaders faced, however I relate to  the mental focus and self discipline they had to use in order to accomplish their great missions.

Leading is full of hard things. For instance this week I am thinking about several issues that lie in the path of my agency. How do we make a high cost department that the community relies become fiscally efficient? How can we recruit employees who will align with our culture and mission? Given major changes in third party reimbursement, what kind of organizational structure and business model will be most effective in two years? The answers to such questions are dynamic. In other words I have to keep answering these questions because what works today will not be what works in 12 or 24 months.

Leading is hard, but it is worth it. Some people cut corners or try to coast. I do not know how a leader could be successful by doing that. To move your organization forward you have to be in the fight. You have to be striving along side the rest of your team. If you don’t strive with them they eventually will not respect you. 

Leaders,
Focus on your agency’s mission, serve your team, encourage others, celebrate every success no matter how small, and take one day at a time. The Creator will give you the strength you need for each day and when you look back you’ll be amazed at how far you’ve come. 

If you supervise people they want to know that you care about them. They want to know you notice their hard work. They want to know you understand their daily on-the-job experience. Even the most loyal employees can become ambivalent about their job if they sense their direct supervisor doesn’t care. I have seen first hand what happens when great employees feel neglected and ignored. Over time they start to look for another work environment where they’ll be appreciated. One way to help your team feel cared for is by consistently and frequently communicating how much they mean to you. There are many facets to a great work culture and a supervisor who actively demonstrates they care about their team is one of them. Here is a short list of simple daily actions I’ve learned can communicate to your team that you appreciate them:

*Brag about your staff publicly and often.
*Exclaim to others everything your team does right.
*Talk to others about every-time your team goes above their call of duty,
*Tell each staff member how much you appreciate them.
*State specifically what the team members are doing that is making a positive difference.
*Make sure they know you notice their good work and extra effort.
*Smile, look them in the eye and say “hi” every time you cross paths.
*Call then by name and remember the names of their family members.
*Leave no doubt that they matter to you.

You may not feel like doing these things every day, but do them anyway. It will make your team members feel important to you and will help create a culture of appreciation.

My wife and I have now watched the first two seasons of Netflix’ The Crown. It is an intriguing drama about life inside British royalty in the 40’s and 50’s. As I watched, I became aware of several takeaways for leaders.
1) With focus and determination you can become a good leader. Queen Elizabeth begins her role as queen unsuspectingly when her father dies. She is a young 25 year old women. She purposefully and determinedly commits herself to learning how to lead. She gets a university tutor to help her grow in general knowledge in order to keep up in conversations with more educated leaders. She allows Winston Churchill to mentor her in how to carry herself and how to think about her role. She learns how to represent the Monarchy, represent the British Empire, and represent the Church of England by focusing on her role rather than on her own interests. Good leadership and learning go hand in hand. Queen Elizabeth demonstrates that the place you start as a leader does not have to be where you finish, however, to move forward you must put in the time and effort to improve.
2) Sometimes you need to do a 180 degree turn. This lesson is taught by Winston Churchill in the episode “Act of God.” A heavy smog caused by industrial soot coats London for several days and leads to the death of thousands of Londoners. Winston Churchill is initially rather cavalier about how the government should approach the crisis. He is awakened to the gravity of the crisis when he visits a hospital and is moved by the devastation the thick smog is having on the citizens. He quickly pivots his position on the government’s responsibility to take action. Showing compassion, he quickly directs the government to give aid. The change cast him once again as a great and caring leader for the people of the British Empire. This situation reminds me of the saying, “It’s never too late to make the right decision.” You may be pretty far down the wrong road. If so, do a “180.” The people counting on you to do what’s best will thank you.
3) Quite frankly, sometimes, you can’t keep your promises. This is true, usually when you have made a promise out of ignorance, and then realize your promised action is inadvisable. This happened to Queen Elizabeth when she promises to allow her sister Margaret to marry a divorcee. In the end, Elizabeth has to tell her sister that she cannot support the marriage. This is not the only time Elizabeth, in her younger years, makes a promise she can’t keep. Another time, she promises one of her close employees a major promotion. She has to renege on this as she learns more about proper protocol with royal job succession.
Promises are important, and a leader should strive at all times to keep a promise. The lesson here is that as a leader, try get all the facts and consult all the experts before you make a promise. Even then, new information and circumstances may change your ability to keep it.
4) Lack of self awareness leads to disaster. Prime Minster Eden, driven by insecurities, orchestrates the Suez Canal invasion. It precipitates a military and economic disaster for the British Empire. Later, Queen Elizabeth confronts him about initiating this ill fated war. She challenges him for having done so out of feeling insecure and inadequate in the shadow of Winston Churchill. If Eden had been willing to confront his own dark side, he could have avoided that disastrous chapter in Great Britain history. Self awareness is an essential practice for individual leadership development. It is important to continuously work at understanding yourself and being comfortable in your own skin.
5) Pick your friends carefully. Prince Phillip’s friend and private secretary, Michael Parker, turns out to be be not such a good friend. Parker is forced to resign as secretary because of a marital affair. His influence over Prince Phillip and his behavior while with the Prince creates controversy and leads to conflict between the the Prince and Queen Elizabeth. If the Prince had been more careful about the company he kept, he could have saved himself and his family a great deal of embarrassment. It is important to be intentional about who you are spending your time with. Are they people who reflect the kind of person you want to be? Develop a circle of friends who are characterized by supporting each other and motivating each other to love and good deeds.

In my journey as the executive director of a community mental health agency I have learned and relearned the lessons above. Leading is not easy. There are many problems and few easy solutions. Leadership development is a never ending process. It requires ongoing learning and adaptation. The five lessons we see from the characters in The Crown come through their inadequacies and failures. These types of experiences can either be the end of a leader or tools to help grow the leader. The characters in The Crown certainly help us see that.

I heard someone this week talk about the difference between responsibilities and tasks as they relate to organizational leadership. Their point was that leaders should delegate tasks and focus their attention on responsibilities. The speaker said delegating a task can empower and create a greater sense of organizational investment within the one it is delegated to. In general I agree with this idea, however I also believe that a leader must always be ready to take on any task in the organization that they are capable of doing. In the agency I am director of, I do not like to ask anyone to do anything I am not willing to do myself. This includes running the vacuum, cleaning toilets, and typing up meeting minutes. For me, I guess, it is both an expression of humility and also sending a message to my co-workers that though I am “the boss”, we are equals.
Delegation feels right to me when I have the sense that by delegating I am either, 1) handing a task off to someone who can do it better and more quickly than me, 2) recognizing another’s expertise and honoring that competence by giving them the task, or 3) creating an efficiency in the agency by allowing me to focus on something only someone in my role can do while handing off a task that can be done by another.
I have seen leaders who appear to delegate because they do not want to  work hard or “get their hands dirty.” They give delegation a bad name. Delegation, when done right and for the right reasons actually strengthens an organization. It spreads information and “know-how” across more individuals. It can create more experts. As leaders we need to be checking our motives so that when we delegate or hand  a task off to someone else we are doing it for the right reason…to someone with the right  skill set for the job, to create an efficiency, or strengthen the organization.