LEADERSHIP
Leadership Lessons From Global Leadership Summit
By Robert Wamai
My last article , which appeared in the November-December 2020 Issue of Marketing Africa magazine , was a step out of my traditional comfort zone . I wrote on leadership , a deviation from my usual writings on marketing . The feedback was positive from a broad cross-section of readers . Therefore gauging from the interest in leadership content , I have chosen to share another piece on the same .
In November 2020 , I attended a virtual leadership conference called the Global Leadership Summit ( GLS ). GLS is the brainchild of Bill Hybels , the founder and former pastor of Willow Creek Church in Chicago , which hosts the summit . Launched initially as Global Leadership Network in 1992 , and later re-branded to GLS it has been held annually ever since . ability to deliver in a powerful and memorable style . They are sourced from all corners of the Globe and represent diverse organisations ranging from the church , business , non-profits , and even government . This diversity of talent and background ensures a balanced conference from which the attendees leave with actionable leadership nuggets useful in expanding their influence .
GLS attracts over 10,000 live delegates and is also telecast to over 100 cities worldwide . In Kenya , where it attracts over 2,500 delegates , the summit is organised by the International Christian Ministries ( ICM ). It is held at various locations , including CITAM Church in Nairobi . Expectedly , local and regional leaders are included as speakers for this local chapter . as you strive to improve your leadership qualities and increase your influence .
The first lesson comes from Michael Todd , the Co-Lead Pastor of Transformational Church , in Tulsa Oklahoma . He delivered a unique presentation titled Pace of Grace . Being a drummer , he began his presentation by passionately playing a set of drums . Curiously watching , we all wondered , ' what ’ s all this about ’?
On standing up to begin his delivery , he stated that the pace a leader moves at has an effect on their effectiveness . He likened the pace to the rhythm and the tempo he was playing the drums in his introduction . He said that it is essential that a leader creates a sustainable pace , neither too fast nor too slow because ‘ pace changes everything .’
Bill founded the conference based on two beliefs : One is that all of us are leaders as long as we have influence in any of our spheres of life . Secondly , it is essential to keep improving our skills to maximize our impact because ' when leaders get better , everybody wins .' The summit features speakers selected based on their unique content and
Last year ’ s summit drew twelve speakers and I will draw my lessons from three of them not withstanding that each speaker had useful lessons to contribute . However , the three I am sharing stood out to me , from the title of their presentations , the nuggets they shared and to their style of presentation they stood out . I am confident you will gain from the insights
Bill Hybels founded Global Leadership Summit based on two beliefs : One is that all of us are leaders as long as we have influence in any of our spheres of life . Secondly , it is essential to keep improving our skills to maximize our impact because ' when leaders get better , everybody wins .'
Speaking from his personal experience , Michael focused his presentation on the frantic fast pace that most leaders use today . He called this fast pace ‘ striving ’ as opposed to ‘ striding ’. Striding is ‘ walking with long , purposeful , decisive steps in a specific direction .’ Michael was quick to elaborate some tell-tale signs of striving . These are constantly feeling tired , being anxious , and a short temper . Consequently , one no longer enjoys what they used to and is in a constant state of feeling overworked and overwhelmed . When Michael himself experienced these feelings , he knew he had to reset . The pace was not sustainable .
He learnt that moving at too fast a pace harms the leader , the team , and ultimately the organisation as a whole . The team finds it cannot keep up and find it difficult to strike a balance between the quality of their work and the set speed . Michael said the frantic pace also meant he was
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