Fairness Is Overrated: And 51 Other Leadership Principles to Revolutionize Your Workplace
Tim Stevens
Language: English
Pages: 256
ISBN: 1400206545
Format: PDF / Kindle (mobi) / ePub
Discover the tools of leadership to revolutionize your workplace.
Tim Stevens traveled an alternative road―leaving high school and immediately joining a national non-profit organization. He rose quickly through the ranks of leadership, but nine years later left it all behind to help an upstart church get its footing. During the 20 years Stevens served as Executive Pastor at Granger Community Church near South Bend, Indiana, the ministry grew from a congregation of 300 to more than 5,000; from a staff of five to more than 130; with a preschool, restaurant, three campuses and more than 1,800 new churches planted in southern India.
Leaders learn by leading. Stevens knows that creating a healthy and successful organization requires throwing out the conventional instruction manual and writing one that balances practical lessons, spiritual truths, and twenty-first century realities―exactly what you will find in Fairness Is Overrated.
Stevens, now an executive with the Vanderbloemen Search Group, takes his lifetime of service and dispenses with conventional wisdom. Short, powerful chapters end with actionable discussion questions. Four pillars hold up every successful leader: Be a person of integrity. Identify the right people around you. Build a great culture. Lead through crisis.
This is a manual of doing, not talking. No fluff, no stale inspirational platitudes. It’s time to move past planning and kick-start Monday into action.
The Social Media Bible: Tactics, Tools, and Strategies for Business Success (Wiley Desktop Editions)
Fuse: Making Sense of the New Cogenerational Workplace
private school or having a parent be able to stay home with the kids)—but you want to make sure your core staff does not have to leave due to the inability to take care of their basic needs. The Bible doesn’t tell CEOs how much they should pay their employees, nor does it tell lead pastors how much they should pay their pastors or directors. In the church, you don’t want to pay salaries that are much higher or much lower from what an average person brings home in your community. Instead, you
pool party and cookout. The affinity doesn’t grow on its own. It must be nurtured with intentionality. It is worth an investment of time and money on “fun” to build a culture where your staff is energized and committed to one another for the long term. Strategic Fun To make this a reality, several things have to be true: • Priority. Although fun doesn’t require much money, you have to make fun a priority in your budget. It won’t just happen. • Accessibility. This can’t be something that
They affect your kids and your family, and they can even have an impact on your job or the entire organization. Your leaders don’t need you to be perfect, but they need you to live an authentic life of integrity. If you need to take some time off to work on something, ask for the time off before you make a choice that will cripple the entire organization. AN UNBELIEVABLE SPOUSE AND/OR PARENT The strength of your ministry and leadership comes from your strength at home. You do no one any good
credibility. If an employee has stolen money from your business, it’s possible he or she has also stolen from your customers. You will need a communication plan. The individual’s sphere of influence dictates how broadly you will communicate. When it was a worship leader who messed up, we told the whole church. When it was a high school director, we told the students and their parents. CONSIDER THE PERSON’S FAMILY. Even though the person messed up and damaged the reputation of your
weight.” Uh, no. We didn’t get rid of any dead weight. The time to get rid of dead weight is when you notice it’s dead; you don’t wait for layoffs. The people we lost were great people who were contributing significantly to the mission. DOING RIGHT BY THOSE LEAVING • It was right and honorable that the church covered full pay and insurance for the displaced employees for months following their departures. It was difficult financially, but I don’t regret it a bit. • Everyone was also given
