The Crest Blog
Most leaders have deeply embedded assumptions and values which must be challenged and replaced with more effective beliefs and practices.
Even the best leaders have less than brilliant moments. This is why we need the (Saint) Peter Principle.
When you lead in an organization, you cannot — you must not — do everything. The task and vision of the organization will be more than you can do alone. This next step is crucial to your leadership.
Feeling overwhelmed by endless responsibility? Here are some practical things you can do about it!
Life is full already, so adding in leadership – especially volunteer leadership – is difficult. The most common response to busyness is to increase your activity – just put your head down and plough through it. Don’t do that!
I’m not sure what I want, but I’m pretty sure I won’t be happy until I get it.
In October 2010, 551 ducks died in the tailing ponds of Syncrude oilsands in northern Alberta. “Pictures of dead and dying birds flashed around the world and Syncrude was cast by its critics as an environmental pariah,” reported the National Post. How did a company respectful of its workers and the environment forever tarnish the reputation of Alberta oil sands? Recently my wife and I enjoyed a fascinating conversation with a retired Syncrude team leader, a guest of our our bed-and-breakfast. Here’s the rest of the story…
That’s right – good leaders know when NOT to lead. Most of the time leaders are responsible to stand up, speak up, and show the way. However, there are also times to step back. I remember twice in my tenure as pastor when it was better to let someone else lead …
One of the most requested subjects we get at the Masters level in CREST is how to bring change in organizations. Positive change is at the core of all visionary leadership, and yet it is one of the most difficult things to carry out. This blog is the story of one of our CREST Master in Christian Leadership grads and her reflection over tackling a tough change assignment.
I had not planned on being a “Change Agent.” Oh, I was good with vision that tweaked and refined. Wholesale change was not what I signed up for. Circumstances thrust me into the role of “Change Agent”, and it was scary. A number of things happened simultaneously, over which I had no control…