As people, products, and services move around the world at increasingly faster rates, there’s a greater demand than ever for effective global leaders. As with anything in leadership, being and becoming a global leader is a process, not a destination. Like leadership in general, effective global leaders are made not born. So, what makes a global leader effective? And how do leaders become global leaders?
We were grabbing dinner at the local open-air restaurant on a hot Tanzanian night. My Swedish friend across the table wondered aloud why the waiter had left her bottle top on our table after having opened her coke, wasn’t that rude? While a smile on his face, our Tanzanian friend nicely rested the bottle top back over the opening of her coke bottle and replied, “because now you can cover your coke and keep the bugs out.” Touché.
So often what we label as rude, weird, or annoying about the actions and behaviors of people from different cultures is simply different. When we understand why other people do the things they do, more often than not it makes total sense.
When I work with people traveling internationally, one of the biggest limiting beliefs they have to overcome is “my culture is right, theirs is wrong.”
As the cultural managers of their churches, there are three timeless and placeless attributes of leaders who successfully foster cultures in which people eagerly participate in the ideation, development, and implementation of new ideas. Part 3 of this 4-part series covered the first two: risk-taking and trust-building.
The third key characteristic church leaders must personify to cultivate an innovative church community is collaboration. Innovation simply does not happen in isolation.
In the first part of this 4-part series, we looked at why millions of people worldwide are leaving our churches and Christianity as they know it, but also how Jesus eliminated all the barriers to the Gospel. In the second part, we looked at the role church leaders play in fostering innovative church cultures that provide significant positive change in people’s lives. And the three timeless and placeless attributes of leaders who successfully foster cultures in which people eagerly participate in the ideation, development, and implementation of new ideas!
The first key leadership characteristic church leaders need to exemplify to foster an innovative church culture is risk-taking. Doing anything new inherently involves risk. According to innovation historian Scott Berkun, “there is no way to avoid all risks when doing a new thing.”
Is your system for change costing you? When change is necessary, does it feel more painful implementing change then it does just leaving things the way they are? Letting problems stay the same longer than necessary could be costing your organization immensely. And making changes in the wrong order could be as well.
Where is the best place to start then? There is no blueprint for a specific change system that can be implemented successfully in every organization. There is a blueprint however for successfully designing an effective change system for each organization.