Global leadership Summit Tablet & Notes Typed

Global Leadership Summit • 2010
Bill Hybels • Founder & Senior Pastor, Willow Creek Community Church
Lead where you are – Make an investment in Christ-centered leadership. Have you ever experienced a
leadership slump? Have you ever been overwhelmed with leadership challenges? Or been in a confidence
slump?

1) Leaders move people from here to there – We as leaders cannot just cast a vision of what life will
look like over there. We must show that where we are at (here) is not good, and that staying (here) is not
acceptable. We need to keep people on the journey, by showing them how bad staying here would be and
that we will get there someday. The main reason to not stay here is because if we don’t move there, it will
break the heart of God.
The big unsaid question in peoples’ minds: Why change? Why move from here? The reason: if we stay here
we will be stagnant. We will just build stronger silos. We need to motivate leaders to be involved in
something bigger than themselves.

2) Fantastic Leaders –We need to help men and women discern what God wants them to do and then help to move them there. It takes committed,
fantastic and motivated leaders to move from where they are at to where God wants them to be. We need fantastic leaders and teams with character,
competency, chemistry and culture. We need men and women who will work and flourish in our culture. A team leader knows what does not matter,
they are willing to be sacrificial, and are excited about what God cares about.

3) Mile Markers and Celebrations – We need to encourage people along the way. We are in a marathon and at the 12 mile marker is when
things get hard. But people should be given help and encouragement often. We need to celebrate each mile marker. There is a 40% differential in
productivity between people who are inspired and those who are not. Inspiration matters, celebrate mile markers.

4) Whispers from God – Remember, leaders take people from here to there; we will never do that without hearing from God in the process. My
sheep hear my voice and heed it. God speaks to us through the Bible, through others, through circumstances and through the Holy Spirit. Do you get
promptings from God? He wants to whisper to you! Listen to God whispering in your ear. What is He saying to you? You have an antenna. How good is
it? You will not necessarily hear life changing whispers from God, they can be soft, so listen for those whispers. God is in front, in back, on the left and
right side of us, all of the time.

Do you think God speaks to you? Will you do all in your power to hear from Him and take action? By hearing and acting on God’s whispers and
promptings it will make a big difference in our lives and in the culture around us. Whispers are often short. Read the following list and highlight those
that jump out at you.

Whispers:

Get help Stop running from God Study the word Pray more
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Show your heart Make the ask End the secret Get physically fit
Let others lead Do something more impactful Pay the price Serve your spouse
Feed your soul Come clean Sacrifice Listen to the Holy Spirit
Bless the team Speak the truth Give God your best Take the risk

Doing these things will help you get from Here to There

Courageous leaders do courageous things.

Jim Collins • Nationally Acclaimed Business Thinker & Best Selling Author
Five Stages of Decline
Stage 2

Undisciplined Stage 4
Pursuit of
More Grasping for
Stage 3
Salvation
Denial of Risk
Stage 1
& Peril
Stage 5
Hubris Born of
Success Capitulation
to Irrelevance
or Death

LEADERSHIP-TEAM DYNAMICS
Teams on the Way Up Teams on the Way Down
People bring forth unpleasant facts—“Come here, look, this man is People shield those in power from grim facts, fearful of penalty and
ugly”—to be discussed; leaders never criticize those who bring forth criticism for shining light on the harsh realities.
harsh realities.
People bring data, evidence, logic and solid arguments to the discussion. People assert strong opinions without providing data evidence or a solid
argument.
The team leaders employ a Socratic Style. Using high questions-to- The team leader has a very low questions-to-statements ratio, avoiding
statements ratio, challenging people and pushing for penetrating insight. critical input and/or allowing sloppy reasoning and unsupported opinions.
Team members unify behind a decision once made, and work to make the Team members acquiesce to a decision, yet do not unify to make the
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decision succeed. Even if they vigorously disagree with the decision. decision successful, or worse, undermine the decision after the fact.
Each team member credits other people for success, yet enjoys the Team members seek as much credit as possible for themselves, yet do
confidence and admiration of his or her peers. not enjoy the confidence and admiration of their peers.
Team conducts “autopsies without blame” gaining wisdom from painful Team conducts “autopsies with blame” seeking culprits rather than
experience. wisdom.

Doing great works for God – What separates great from good, average from exceptional? It is not only circumstances, but the choices we make
and by discipline. We need leaders who make good decisions and are disciplined. Talent and personality are not enough. Without discipline you can go
from great to good to mediocre to gone.
Business – A business, like a person, can be sick on the inside but look good or strong on the outside. A business goes through 5 stages; its decline
isn’t visible until the fourth stage.
Stage 1 – Success, which can lead to failure and neglect. Bad decisions with good intentions still leads to bad decisions then to failure.
What makes great leaders so differentiated? Their signature is humility and an absolute ambition to do what it takes to win.
Stage 2 – Undisciplined pursuit of more: overreaching, going too far, a failure to execute, growth to exceed ability. It takes the right
people to execute what they do well. The right people in the key positions.
Stage 3 – Denial of risk and peril, missing warning signs, cultivation of denial. Outside looks great but warnings are missed on the inside.
Never confuse faith with facts, never give up but face the brutal facts of reality.
Stage 4 – Grasping for salvation, cannot deny when someone is failing. There is no silver bullet. Success and failure is a process. It takes
disciplined people, values, thoughts and actions. Success happens step by step, it does not happen over night.
Stage 5 – Companies and people endure because they have a reason to endure. Do not measure by success or money. Measure by values,
character and legacy. Core values are important, do not compromise. Preserve core values and stimulate process. You need to be willing to
change.
Moving from good to great –
1) Diagnosis: take full assessment (look on website: Jimcollins.com)

2) Review diagnosis.
3) Define results
4) Count Blessings: use a spreadsheet to account for all the good things that makes us, us.

5) What is the ratio of questions to statements? Double it, ask the right questions, Invest more time in being interested and less time trying to
be interesting.
6) How many fantastic people do you have on your team?
7) Create inventory of brutal facts.
8) Have a to-do list. Start with what you should stop doing.

9) Develop relationships with young people.
10) Develop a list of what you want to accomplish in your lifetime, form alliances, change tactics. Don’t quit, just change tactics.

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Christine Caine • Founder of the A21 Campaign; Director of Equip & Empower Ministries; Pastor & Teacher
THE SOURCE OF OUR HOPE

Sometimes people ask me, “How do you go from sitting in a shelter, hearing the horrific stories of the rescued
victims of human trafficking, to coming back and flowing into mainstream life and culture? How do you keep hope
alive?

To be honest, I don’t have a disconnect and I do have tremendous hope. Through The A21 Campaign we have the
privilege of seeing girls who are the victims of human trafficking, rescued out of the most hopeless and
degrading of circumstances.

Those girls are in my heart at all times, and part of helping them is awakening the Church and the world to the issue of human trafficking. There is a
holy and righteous anger I feel that causes not only sympathy, but true compassion. Every bit of light we shine into darkness dispels that darkness all
the more.

So I approach my visits from a place of courage and confidence in Jesus, His goodness and the power of a focused, mobilized, unified and passionate,
global Church. I love the passage in Zechariah 9:12 which exhort us to “return to the stronghold, you prisoners of hope.” As leaders we must
determine to not bow down to the prevailing culture, but instead saturate a dark and hopeless world with the HOPE that is found in Christ.

I know that currently, the number of girls rescued is small in comparison to the overwhelming number of girls enslaved. But if I focus on the ONE …
and I see how God values each ONE… and the miracle story of each ONE…I continue to be energized to keep going back and keep fighting on their
behalf.

Whatever our calling as leaders, we have had to learn to defy the odds by listening to the right voices, fixing our eyes on Jesus as He is our ultimate
source of hope and holding fast to the confession of our hope without wavering. God requires us to take the church into places we have never
imagined by paths we are not aware exist. To do this then we must lead like Abraham who “Contrary to hope, in hope believed” (Romans 4:18).
Lead from a place of hope in Jesus. This is our time, a time to bring Jesus to a hopeless world. We as leaders were created for the supernatural power
that comes from the Holy Spirit, from the word or God. Passion fuels hope. God has and wants to do great things in and through us and He wants us to
do the same to others.

God is calling Christian leaders to make a difference.

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This reminds me of a story of a small girl in Africa who came to the United States. She goes to Wal-Mart and is fascinated by a flashlight. She has
never seen one before and goes to customer service and they explain to her what it is. She tells her mother to take her to a place of darkness so she
can see how it works. That is what we need to do, shine in the darkness.

Our hope is not in our abilities or our company, it is in Jesus. What are we doing with Jesus and with what He has given us? How do think Joshua,
Noah, Gideon, Moses, Paul and Silas felt?

Adam Hamilton • Founder & Senior Pastor; The United Methodist Church of the Resurrection
THURSDAY AFTER MIDNIGHT

From where He stood, Jesus could look across the Kidron Valley at the great wall of the Temple, where earlier
in the week He had taught. The disciples who had shared his life had fled. Now, bound hand and foot by temple
guards, Jesus was lead back toward the city walls. After a 20-minute trek, the guards led Jesus into the house
of Caiaphas, the high priest.
Once Jesus was in custody, the Sanhedrin was called hastily to the grand hall. The Sanhedrin was a council
comprised of 71 leaders who were considered to be among the wisest and most pious of the time.
We need to step back from this scene for a moment to recognize and appreciate its tragic irony. It was not the
sinners who arrested God when He walked among us. Those who took Him into custody and tried Him were the
most religious people on the face of the earth. The God they claimed to serve walked among them in flesh, and they could not see Him.
The question we are meant to ask is, “How could this happen?” How could 71 righteous men, dedicated to God, do what they did?
The answer, I believe, is fear. These men saw Jesus as a threat to their way of life, their positions of authority and their status among the Jews. They
saw the crowds flocking to him and said, “What is this? A new teaching?—with what authority!? He commands even the unclean spirits, and they
obey him” (Mark 1:27 NRSV). Jesus threatened the social order.
The reaction of Caiaphas, the high priest, was equal to that perceived threat. “This man is dangerous. If people continue to flock to him, the Romans
are going to get wind of this; and who knows what they’ll do to our people. This might actually lead to a great deal of pain for the entire nation, and
certainly for us. It would be better for one man to die than for all the people to suffer. Jesus must die.”
The idea was not a hard sell to the others. Their inherent fear and insecurity worked on them; and fear breeds hate, which all too often leads to tragic
acts of inhumanity. This part of the story is not simply about 71 supposedly pious Jewish men, it is about the human condition.

How to resist temptation – 1) Remember who you are, a child of Christ, you belong to him; 2) Recognize the consequences of your actions; 3)
Rededicate yourself to God. Stop, drop and pray; 4) Remove yourself from the situation, flee; 5) Leadership is about the right direction, not the right
DESTINATION.

REVEAL YOUR STUGGLES TO A TRUSTED FRIEND

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Tony Dungy • Winning Coach of the 2007 Super Bowl; NBC Analyst
Stubbornness is a virtue if you are right. Be efficient however, do not mistake hours for efficiency. Hours worked is not equal
to results. If you want to be mentored, look for someone you admire, you can even be mentored from a distance. Thirty
seconds with a mentor can make a difference. Everyone needs a Paul, everyone should have a Timothy.

Ask and answer – What does mentoring look like? What do you need from a mentor? Tell your mentor what you need.
Mentors do not have to have all of the answers. Form relationships with other people. What are you going to do to be like
Christ? Why would you allow anyone to take away from you what it is you want? No matter where you are, or who you are,
one word can make a difference

Andy Stanley • Senior Pastor, North Point Church Alpharetta, GA; Founder, North Point Ministries
Tensions – Every organization has a problem that shouldn’t be solved but should be resolved. Solving tensions CREATES new
tensions. It requires successful management and/or a successful leader. The key is to leverage the tensions.

Great organizations have problems that never go away. These problems and tensions should not be solved or resolved, just
managed and leveraged. This is what causes growth.

Pressure creates tension, but if leveraged correctly it will create exponential growth. Problems are solved by leadership and safe tension allows for
progress.

Jeff Manion • Senior Pastor, Ada Bible Church
WELCOME TO THE LAND IN BETWEEN

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Karen fumbled for the phone in a sleepy haze. The red numerals on the alarm clock read 3:17am – In the moment before “hello” she
takes a quick mental inventory: “Are all the kids home?” She is conscious enough to reason that either someone has dialed the wrong number… or
the family is about to receive some awful news. “Hello,” she mumbles. The room spins as she hears the voice of her sister on the other end:
“Karen…there’s been an accident.”

Tonight Karen will be hurled from her normal routine of work, church, and tennis and into the land of all-night hospital vigils, an intensive care unit,
and lengthy rehabilitation. The Land in Between, where over the coming weeks and months, everything normal is interrupted.

For over twenty-five years I’ve had the privilege of pasturing the people of Ada Bible Church – As I stand and open the scriptures
each weekend, I am often conscious of the array of chaos represented in the room. I have the privilege of bringing the story of God to the recently
unemployed and the terminally ill. To parents whose sons are in prison to those who long to be parents but remain childless. My calling is to speak
God’s mercy into the lives of those who have lowered the casket of a husband, wife, brother, sister or child into the soil. And I firmly believe that the
Land in Between—that space where we feel lost or lonely or deeply hurt—is fertile ground for spiritual transformation, for God’s grace to be
revealed in magnificent ways.

But in addition to being the bearer of mercy, I also have the privilege of challenging our people to holiness. While the Land in Between is prime real
estate for faith transformation, it is also the space where we can grow resentful, bitter and caustic if our hearts are unguarded. The wilderness where
faith can thrive is the very desert where it can dry up and die.

We all have times when we feel we are in the desert, discouraged. You are here and you want to be there.

Jesus, Moses and the Israelites –God chose Moses to lead His people from Egypt (here) to the Promise Land (there). They were in the Land in
Between. How did they eat? God provided Manna that came down from the sky, which were flakes mixed with water that turned to mush. They ate it
for breakfast, lunch and dinner, day after day (Numbers 11:4-7). Eventually, they complained, “If only we had meat to eat!” The Lord became angry
because of their complaining and their lack of trust. Moses asked the Lord, (Numbers 11:11) “Why have you brought theses troubles on your servant?
What have I done to displease you that you put the burden of all these people on me? Did I conceive all these people? Did I give them birth? Why do
you tell me to carry them in my arms, as a nurse carries an infant, to the land you promised an oath to their forefathers? Where can I get meat for all
these people? They keep wailing at me to give them meat to eat. I cannot carry all these people myself; the burden is too heavy for me. If this is how
you are going to treat me, put me to death right now if I have found favor in your eyes—then let me face my own ruin!”

God said to Moses, “Bring me seventy of Israel’s elders who are known to you as leaders and officials among the people. Have them come to the Tent
of the Meeting that they may stand there with you. I will come down and speak with you there and I will take the spirit that is on you and disburse it
unto them. They will help you carry the burden of the people so that you will not have to carry it on your own. (Numbers 11:18-33).

In the Land in Between it is important to guard your heart. God met Moses’ request but He punished the Israelites who complained and said that they
wanted to go back to Egypt and that they were not satisfied with what God provided them. The Land in Between is fertile ground, a place to flourish;
the Israelites saw it as a place of meltdown. Do we ever think or say, “I can’t carry the burden anymore?” People in spiritual leadership have
moments like this, as Moses did, where they feel like a failure, when they feel like they can’t continue, when they want to give up. Do we ask
ourselves, “Will God move towards me like he did for Moses?”
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We must remember the Land in Between is a fertile ground to find God’s provisions. Is God good and gracious? Keep your hands open and God will
provide. He loves to provide. Remember Elijah, when he thought that Jezebel was going to kill him. He says to the Lord, “It is enough; now, O LORD,
take away my life!” He lies down under a juniper tree and falls asleep. Later he is awakened by an angel, and looks down and sees that there is bread
roasting over hot coals and a jug of water. He was expecting a lecture from God but instead gets lunch from the Angel of the Lord (1 King 19:6).

God provides even when we give up and expect the worst. The Israelites were complaining, they said, “We were better off without you, [Lord].” Are
the Lord’s arms too short to help you and I? Is God too weak? Are we questioning His ability or His competence? The Land in Between is fertile with
God’s provisions, and he does provide. In this case, he gave them meat, but while the meat was still in their teeth and hands, he became angry and
killed a great number of them. He disciplined them, he tried to rescue them, but they would not listen. Our parents discipline us and we respect them,
we respect coaches and others in authority. Why not respect God? God is like our parents; He is trying to rescue us.

The Land in Between is the land of transformational growth. The Israelites left Egypt with a mob mentality, with the wrong ideology and headed for
the Land of Promise. They needed time to trust God over, over, over again. They failed, failed, failed and God met their needs. God corrected them but
also provided for them. God taught them, tested them and corrected them for over 40 years. God taught them what trust meant. The Land in Between
is a space where we learn to pray, it is a place where our hearts are in danger. The Land in Between is where we complain. However, it is where God
does important work. In the Land in Between we can chose to trust God and grow, or we can chose not to trust God and experience the consequences.
The Holy Spirit is whispering to use obedience, obedience, obedience. We are the most vulnerable in the Land in Between.

The Land in Between is fertile for… The Land in Between is …

Complaining Where faith goes to die
Melt downs The place where we are most vulnerable
God’s provisions Where we learn to pray
God’s discipline The best ground to be on to learn to trust God
Transformational growth The very soil where God gives us our deepest worth

Healing –We all have a breaking point where we say, “This is too hard, I can’t do it anymore,” and
we say this when we’re in the Land in Between. But when that’s happens, don’t go against God. We
are naive to think that we are immune from his corrective hand. Time does not heal all wounds. The
healing process will not happen on its own.

Terri Kelly • President & CEO of W.L. Gore & Associates, Innovation
Leaders and Makers of GORE-TEX Products

LETTING LEADERS EMERGE
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TURN THE PYRAMID UPSIDE DOWN

“The greatest among you will be your servant – For those who exalt themselves will be humbled, and those who humble themselves will be
exalted” (Matthew 23:11-12).

“Our model requires leaders to look at their roles differently – They’re not commanders; they’re not linchpins. Their job is to make the rest
of the organization successful.” –Terri Kelly

“In my experience, most managers support the idea of empowerment, but become noticeably less enthusiastic when confronted
with the necessary corollary – to enfranchise employees you must disenfranchise managers. Yet…the redistribution of power is one of the
primary means for making organizations more adaptable, more innovative and more highly engaging.” –Gary Hamel

“You have to look at the values that are embedded in your company – What behaviors have been rewarded and reinforced over the
decades? Is it culture that really encourages individuals? Does it foster a collaborative spirit? Does it encourage knowledgeable sharing?... How can
one have great values but then not live up to them?” –Terri Kelly

“Do nothing out of selfish ambition or vain conceit – Rather, in humility value others above yourselves, not looking to our own interests but
each of you to the interests of the others” (Phil. 2:3-4)

Are there any changes you can make at a leadership level that would allow your organization to overcome some of your
challenges?

Are you personally willing to give up some command and control in your leadership role to empower and include others? What
might that look like for you?

It is not technology that fuels a company, it is the people and it is the people who should decide who their leaders are.

What makes Gore different from other companies? Gore is a peer-based organization where we work together. People are more vested in
the company and their work when they understand that they are part of a whole unit.

How do you function without a formal hierarchy? A formal hierarchy implies that one person is “on top” and that person is more
knowledgeable than the others. The way we do it at Gore works very well because roles of leadership are not fixed. Who the leader is depends on the
situation, and “power” is given to the knowledgeable.

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We are all connected, like a weave pattern, where everyone is equal and given the “power” when appropriate.

This is unlike a formal hierarchy, where specific individuals have power over others at all times. Think: ladder.

How does your company function when you don’t tell people what to do or what to work on? Leaders have to do things to influence
others, and you want people to feel ownership. I could tell my associates what to do, but then they are doing it for me and not for themselves.

How do you get alignment? Things won’t always be “straight,” there will never be perfect alignment. I would even say that is the case in a
company that has a formal hierarchy. But those who work for Gore have the same common values company wide, which is what maintains our degree
of alignment. We are all on the same page and heading in the same direction.

What are your values? Independence, the power of small teams, having the mentality that we’re all in the same boat on a big ship, and taking a
long term view.

How does an associate (employee) make money? They make their money through a lot of internal selling; you have to convince others of your
great idea. Often we find that passion is what gets others involved.

Also, the teams decide who has the biggest impact on the enterprise and those people naturally become the leaders. This creates a sense of, “I don’t
want to be ranked last among my peers.”

At Gore you have more coaches than bosses, why is that? Each person in Gore has a personal sponsor, someone who is vested and cares
about your success. Some are leaders and sponsors, and they need to realize when to wear the appropriate hat. To differentiate the two, a leader has
the company’s interest at the forefront of their mind; a sponsor has a deeper interest in the associate.

You don’t allow any of your company locations to have over 200-250 associates, why is that? Depending on how large or small a
company is, you find different levels of engagement. Over about 200 associates, we’ve discovered that the sense of team is lost.

Explain what the “Waterline Principle” is. Gore hated manuals, he thought they were big and intimidating and no one ever read them, but he
knew that there had to be something in place to guide people. Gore loved ship metaphors so he came up with the “Waterline Principle” which says
this: above the waterline you have tremendous freedom to be creative, come up with new ideas, poke holes in the boat if you need to, etc… But don’t
drill holes below the waterline that would sink the ship or hurt the reputation of the company.

What does a leader looks like within the Gore Company? Within our company leadership is defined by followship. You’re only a leader when
someone wants to follow you. This tends to happen naturally, not because of seniority. And leaders spend a lot of time explaining themselves.

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Since there is not a set hierarchy, what does your job as CEO look like? Since the company is so diverse, there is no way that I could be
the most knowledgeable. Although my title makes it seem as if I am at the top of the ladder, I still ask questions, ask for help, and hand over things
that I am not equipped to handle.

Most of the time, I am making sure we are adhering to the values that the company was founded on, I am making sure that what is important to the
organization is being taken care of and I am spending time with leaders.

Can anyone at Gore be a leader, even the office assistant? Yes, we took a survey not too long ago asking people if they thought they were
a leader within the company, and 50% of respondents said yes.

We need a leader who people want to follow. A great leader needs to be able to see what others have to offer and not tell people what to do, but
bring out and inspire the best in people. A great leader can inspire others to follow the values of Jesus.

We need to take a long-term view on the big idea. The whole team needs to be committed to the big idea. Then it needs to be executed well and that
requires accountability.

Kelly suggests the following –

1) Call employees associates or partners;
2) Compensation be based on each employee’s ranking, which is determined by the other employees within the organization;
3) We need to have coaches and sponsors for each associate, who guides the employee and who is partially responsible for that employee’s success;
4) Organizations need to find a way to help associates discover their talents so that the organization can multiply business and become more efficient;
5) Try different ideas without drilling holes below the waterline that would make the ship sink (The Waterline Principle);
6) A leader is someone people want to follow into battle, someone who has unique strengths;

Key questions – How do we stay true to our values while staying relevant? Does each associate see themselves as a leader?

There should be ongoing and consistent development.

Daniel H. Pink • Business Thinker; Best Selling Author; Former White House Speechwriter
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TAKE THREE STEPS TOWARDS GIVING UP CONTROL

Extending people the freedom they need to do great work is usually wise, but it’s not
always easy. So if you’re feeling the urge to control, here are three ways to begin letting go
—for our own benefit and your team’s:

1. Involve people in goal-setting – Would you rather set your own goals or have them foisted upon
you? Why should those working with you be any different? A considerable body of research shows that
individuals are far more engaged when they’re pursing goals they had a hand in creating. So bring
employees into the process. They could surprise you: People often have higher aims than the ones you
assign them.
2. Use non-controlling language – Next time you’re about to say “must” or “should,” try saying “think about” or “consider” instead. A small
change in wording can help promote engagement over compliance and might even reduce some people’s urges to defy. Think about it. Or at lease
consider it.
3. Hold office hours – Sometimes you need to summon people into your office. But sometimes it’s wise to let them come to you. Take a cue from
college professors and set aside one or two hours a week when your schedule is clear and any employee can come in and talk to you about anything
that’s on their mind. You colleagues might benefit and you might learn something.

Human Motivation: The First Two Drives – Activity: Is anyone hungry? Someone, will raise there hand. Give that person a candy bar. That
person just demonstrated the first human drive which is the biological drive. They were hungry so they accepted your offer of the candy bar. Now, pick
another person to deliver a candy bar to someone who is hungry, and tell them that you will pay them $10 to deliver it. Chances are they will. That
person is demonstrating the second drive which is reward/punishment. You were rewarding them for completing a task so they completed it.

Human Motivation: The Third Drive – The third driver is an interesting one. It is the drive to do something because it is meaningful. For
example, you are here because you are searching for information. You have a desire and an interest to learn more. It is not a biological drive that
brought you here, I’m not giving you $10 to be here, nor would I have punished you in any way for not coming, you are here because being here is
meaningful to you.

The Research – 50 years of research has shown that the more complicated a task is, the more likely it is for the person to give up completing it,
which is human nature. The more complicated, the harder it is for the person to complete it. They feel frustrated and revert to tunnel vision. When
they work on complicated tasks and things begin to go sour, they say to themselves, “I failed again”. What was motivating them is gone, so they give
up before they get the job done.

Example – That is why so many people who have completed a financial/retirement plan, end up putting it on the shelf. Often times people
have the best intentions to mange their investments but never get around to it..

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False Assumptions – 1) Human beings are complicated machines, if you move the right levers they will do your bidding; 2) Human beings are blobs,
who are passive and inert, not interested or engaged. However human nature is to be involved, engaged and active, that is our default setting. But
circumstances and how we act and react to our humanity makes us passive and inert. Get rid of these two assumptions.

Three key elements make for success – Autonomy, Mastery and Purpose.

1) Autonomy – managing people so they will to do what you want. Managing people in a way that allows them to still have self-direction which
leads to engagement. A manager should give employees undisrupted time to work, and utilize their creativity. For example:
FedEx Days (deliver something over night): where you have the afternoon to work on any project you want, as long as you share with your
colleagues the next day, brilliant ideas are born from this.
20% Time: 20% of your work week is spent doing whatever you want. Google has done this since it was founded and have openly admitted
that things like Google News and Gmail were not official projects, but things that came from 20% Time.

2) Mastery – A study was conducted on the motivation of employees in the work place. The study showed that people feel motivated when they are
making progress. More robust feedback needs to take place for motivation to be present. Managers need to encourage employees to list their own
goals and at the end of the month review the progress they are making.
3) Purpose – What is your purpose? We are animated by our purpose. Our purpose needs to be greater than ourselves. We need the right tools, we
need to listen and ask employees and the staff questions.
Change begins with conversation.

Blake Mycoskie • Founder and “Chief Shoe Give,” TOMS Shoes, Inc.

Things to keep in mind – Focus on serving our values and incorporate giving, use a coach for our team and for each individual, utilize team
building, acknowledge the power of an idea, have strategic partners, you can’t be bashful if you want to make a difference, when you don’t have much
you need to do a lot of asking, and if you give your first fruits your vats will be full

Jack Welch • Former Chairman & CEO, General Electric; Best-selling Author
CANDOR: THE BIGGEST “DIRTY LITTLE SECRET” IN BUSINESS

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I have always been a huge proponent of candor. But since retiring from GE, I have come to realize that I underestimated its rarity. In fact, I would call
lack of candor the biggest dirty little secret in business.

Now, when I say “lack of candor” here, I am talking about how too many people—too often—instinctively don’t express themselves with frankness.
They don’t communicate straightforwardly or put forth ideas looking to stimulate real debate. Instead, they withhold comments or criticism. They keep
their mouths shut in order to make people feel better or to avoid conflict, and they sugar coat bad news in order to maintain appearances.

THE CANDOR EFFECT – Let’s look at how candor leads to winning. First and foremost, candor gets more people in the conversation, and when you
get more people in the conversation, you get idea rich. By that, I mean many more ideas get surfaced, discussed, pulled apart, and improved.

Second, candor generates speed. When ideas are in everyone’s face, they can be debated rapidly, expanded and enhanced, and acted upon. That
approach—surface, debate, improve, decide—isn’t just an advantage, it’s a necessity.

Third, candor cuts costs—lots—although you’ll never be able to put a precise number on it. Just think of how it eliminates meaningless meetings
and reports that confirm what everyone already knows.

SO WHY NOT? – Given the advantages of candor, you have to wonder why don’t we have more of it? Well, the problem starts young. The facts are,
we are socialized from childhood to soften bad news or to make nice about awkward subjects. That is true in every culture and in every country. It
doesn’t make any difference if you are in Iceland or Portugal, you don’t insult your mother’s cooking or call your best friend fat.

IT CAN BE DONE – Even though candor is vital to winning, it is hard and time-consuming to instill in any group, no matter what size. Still, it can be
done. To get candor, you reward it, praise it and talk about it. You make public heroes out of people who demonstrate it. Most of all, you yourself
demonstrate it in an exuberant and even exaggerated way—even when you’re not the boss. It’s impossible to imagine a world where everyone goes
around saying what they really think all the time. But even if we get halfway there, lack of candor won’t be the biggest dirty little secret in business
anymore. It will be the biggest change for the better.

Four things a leader needs to value – Authenticity, Energy/Energize, Candor and Differentiation

1) Authenticity – You have to be yourself, leaders are someone others can count on and a leader cares about you and your future.
2) Energy and Energize – Leaders energize others. We leaders help others enjoy life. They do this by giving them freedom to be themselves, to
feel safe, to have a safe place to fall, a place to express their gifts and a place to express their uniqueness. Leaders energize employees to get them
beyond their frustrations and anxieties. Leaders also raise and energize the level of intellectual conversation.

3) Candor – To speak the truth. Have conversations with employees and clients that will draw the truth out of them, it helps people feel safe and it
helps people to develop trust in the leadership.

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4) Differentiation – How do we stand out? What makes us different? How do we add value? Differentiation among employees means everybody
knows where they stand, and people will then work harder not to be at the bottom.

Celebrate people and their successes; a good tool to use is a quarterly report. Give the report four times a year answering the following questions: 1)
What I like about you; 2) What I think needs improvement; 3) This is what I need from you. Use the same report as last year and write over it, so you’ll
be able to see where the employee has improved and where they have lagged behind. You can then, compensate employees differently based on their
performance.

Keep in mind – Constantly give people self-confidence; you can never give too much. Have regular celebrations for small things that will make a
difference. You never know how someone is going to behave at the next level. Never give up on someone.

T.D. Jakes • Chief Pastor, The Potter House, Dallas, TX.
Compassion – Help employees and yourself be all that you can be; be more compassionate and work to exciting others.
People want to follow Jesus so be a good example: pray, read, study the bible more, be a passionate leader, authentic
leader, it must come from Jesus, from a sacred place, from deep down inside.

Success –Success is not maintaining. You need to take action, take risks and you need a goal bigger than you. Samuel’s
first job at the temple was to make sure the lamp did not go out. (A lamp can go out without us monitoring it).

Leaders – Good leaders challenge people but they do not overwhelm them. They stretch them, but they don’t rip them apart. Remember that we have
divine assistance; God will always make the difference. When God gives you people, he is giving you something he cares about, and you’re wasting
his resources if you don’t utilize them. There are two types of leaders: Builders and Bankers. Builders (Joseph) like to build things. Bankers like to
maintain things. The problem is that people tend to surround themselves with other people who they are alike. But a Builder needs a Banker, and vice
versa. Too many of one type will create competition. You don’t want people to compete with you; you want them to complete you.

Confidants –A confidant is a person who stands in your corner, they’re for you. Do not make a confidant out of people you work with.

Constituent –A constituent is a person who is not for your, but they are for what you are for, they buy into your mission, but not necessarily into
you.

Comrade – A comrade is a person who is against what you are against, they are there for the fight. Learn how to use these people. You don’t want
to kill the fight in them, you want to direct it. Be warned: if you put them in the pasture when they should be roaring on the mountain you are going to
have problems.

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Do not hold people tightly who are meant to come and go.

General David Petraeus • The Big Idea
Four points for accomplishing the Big Idea, as outlined by General Petraeus:
1. The Big Idea must be right and all consuming.
2. There needs to be a way to ensure that that people who have responsibility for the plan have bought into the Big Idea.
3. Once the team has agreed on the Big Idea, there needs to be great execution.
4. There always needs to be debriefing on what is working and not working with the big idea.

(Information from General David Pertraeus was not taken from the Global Leadership Summit)

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