Writings on Christian leadership and leader development by Malcolm Webber
Before we deal with the daily nitty-gritty of how leaders actually build leaders, in the next few Letters we will first examine some fundamental realities concerning leadership development.
Malcolm Webber
Through focusing on building leaders, rather than on building organizations, we will avoid the common problem of vision displacement.
Malcolm Webber
Healthy organizations have good leaders who nurture the development of other leaders at all levels of the organization. Rather than concentrating of coming up with new structures or policies in an effort to make the organization run effectively “by itself,” effective organizations start by getting capable, energized people in the right [...]
Malcolm Webber
Healthy organizations have good leaders who nurture the development of other leaders at all levels of the organization. The ultimate test of a leader is not whether he makes smart decisions and takes effective action in the short term, but whether he teaches others to be leaders and builds an organization that can continue to be healthy [...]
Malcolm Webber
Stress is directly related to change. Of course, not all stress is bad. Life without stress would be life without change, which would be life without growth, which would be life without life! Without at least some change and stress, we will go nowhere.
Malcolm Webber
People in an organization do not embrace change at the same time. According to Everett Rogers’ classic book, “Diffusion of Innovations,” people adopt “innovations” according to the various stages of a normal, bell-shaped curve (see chart).
Malcolm Webber
Even when a major change is clearly necessary and beneficial, it is stressful and painful for people. Change causes adjustment, discomfort, disruption and dislocation. A vital part of the process of implementing change involves motivating and supporting people.
Malcolm Webber
This letter describes the final two stages of Kotter’s eight-stage model of planned change in “Leading Change.”
Malcolm Webber
In a broad sense, what leaders do is stage revolutions. They constantly challenge the status quo, and when they recognize new opportunities or see something that needs to be changed, they do something about it. Thus, good leadership requires the ability to master revolutionary change. Leaders must understand change. This letter describes [...]
Malcolm Webber
The fourth stage of the eight-stage model of planned change that John Kotter presents in “Leading Change” is:
Malcolm Webber