Sideline Critics

As Watermarke Church has grown, the number of people with ideas and suggestions has grown, too. Every leader is going to deal with criticism, but often leaders find themselves dismissing some critics, only listening to a select few. The few are typically saying what you want to hear. That is a dangerous position to take as a leader. Although it's natural to listen to people who say what you want to hear, it insulates you from some people or ideas that will make you a better leader.

Here is how I handle EVERY critique we get at Watermarke:
1. Give grace
2. Consider the source
3. Discern the heart behind the feedback
4. Is this person engaged in the mission and do they understand the strategy
5. Listen
6. Give grace
7. Thank them

If the critique is good, then let them know. If it is poor, then give them grace. If it's rooted in frustration, there's a good chance people do not understand your mission or strategy/approach.

We always must consider the source, too. Negative feedback from your target consumer is much more important than feedback from the sidelines. Feedback from those invested in the mission will carry more weight than criticism from people casting stones from the bleachers.

The better job we do communicating mission, vision, and strategy, the better the feedback, and the fewer people we have criticizing out of ignorance. And, with a well defined strategy and approach, hyper-critical people tend to drift away. Every time I make it clear where Watermarke Church is going, the people who are on mission buy in further, and those with their own agendas tend to start looking for other organization to infuse their personal vision. That's a win.

Leadership Lessons I've Learned, Number 5

5. Be decisive

I remember hearing Andy Stanley teach on leadership decisions. One thing I specifically remember him saying was, “with most decisions, you’ll basically only have 80% of the information you think you need to make the decision.” That’s true. But when it comes to decisions, we can be out of balance in two ways:

1. Paralysis by analysis: Great leaders seek wise counsel, but we have to be careful to not get stuck in the information gathering side of a decision without progressing towards the decision. In my experience of taking leadership of a church in need of drastic change, I had to be careful to gather good information from wise counsel, but in the end, I had to make a decision with some information gaps. Honestly, I could still be looking for information on every decision that I have made – and I would be that much closer to paralysis.

2. Lack of analysis: I take it seriously that the wisest person to ever walk the face of the earth sought wise counsel. If Solomon needed it, I’m thinking I do, as well. The hard part with counsel is knowing who to invite into the conversation. My challenge has been to find people who understand the vision and strategy and come to the table without personal agendas. These people may be harder to find, but the payoff is worth the search.

In the end, as a leader, we are called to move people from where we are to where we could or should be. And that takes decisions. At Watermarke Church, I’ve had some really tough ones to make, but every time, though prayer and wise counsel and decisiveness, our church and core leadership have appreciated us making the tough decision.

Be patient when you don't know the answer, but remember that indecisiveness is not a great leadership quality. Leaders can afford to not know an immediate answer, but leaders cannot be unclear about the vision.