5 . YOU HOLD ONTO LEADERSHIP POSITIONS TOO LONG . If you don ’ t work to intentionally develop leaders and share your leadership roles with them , you will frustrate ( and likely lose ) those with leadership gifts and abilities . You ’ ll create an atrophied leadership culture if you hold too tightly to the reins for too long .
6 . YOU EXCUSE POOR BEHAVIOR BECAUSE YOU KNOW WHAT SOMEONE IS REALLY LIKE “ DEEP DOWN .” “ Ah , that ’ s just how Pete is .” No , Pete ’ s a mean , grumpy person who ’ s ultra-territorial about his role as the acoustic guitar player on the team .
“ You know how Liz is . She ’ s our resident diva …” Liz might be able to sing like Jenny Lind , but she also shares her propensity for whatever spotlight she gets to be “ Never Enough ”.
Just because you can see a person ’ s ‘ silver lining ’ doesn ’ t excuse the cloud they cast over your whole ministry .
7 . YOU PLAY FAVORITES . Almost every team has a wide range of musical talent from “ they get the job done ” to “ Holy cow ! Why aren ’ t you touring with Taylor Swift ?”
And that ’ s OK . Most people know when they ’ re musically on the “ JV squad ” or “ C-team .” ( Hopefully you ’ re not putting them all on one band . That ’ s another article for another day ).
But no one should ever feel like they ’ re on C-team relationally . As the leader , you ’ ll naturally ‘ click ’ with people on your team more than others . But work hard to show everyone how valued they are for who they are , not what they contribute .
8 . YOU TRAIN ONLY FOR MUSICAL SKILL AND NOT RELATIONAL SKILL . We want team members who sound good , can learn their parts , stay with the click , practice enough , etc . So , we train for that . But do we train our team members how to …
• Exercise vulnerability-based trust .
• Assume the best in each other .
• Tame the tongue .
• Trust one another ’ s hearts and intentions are good .
• Confront someone lovingly .
• Give critical feedback .
• Accept critical feedback .
• Respect authority and mutually submit