She's Here!

On Monday Easton J. became a Big Brother!

Makena Noel is here!

Lessons from Lance

I watched with great interest the two part interview that Lance Armstrong did with Oprah this week.


I watched it through the lens of leadership and leadership derailment, even though as an athlete some have made into a hero, he isn’t technically a leader.

But he is a great athlete –even without enhancing his performance with banned drugs.

As I watched I was reminded of Tiger Woods, General Petraeus, Bill Clinton, Richard Nixon and Joe Paterno. Is that the company you want to keep? But this is what I thought: Such talent, such achievement and accomplishment. But now it’s tarnished.

I was reminded – again - of Andy Stanley’s statement that

“Your talent and giftedness have the potential to take you further than your character can sustain you … and that ought to scare you!”

Lance Armstrong admitted his wrong. And he also admitted he was wrong in the aggressive bullying of those who called him out. He called them names, arrogantly defying them, and suing more people than he could remember in an effort to protect his name and cover up his deceit.

That part of Lance’s story reminded me of others who lash out at critiques, and accuse them of drinking “hater-aide.” When long-time inner circle associates try to discuss blindspots and reverse the derailment process unfolding right before them, they are immediately dismissed and threatened with law suits if they dare tell the truth of what is going on behind the scenes.

This weekend churches will be inundated with sermons using the Lance Armstrong story. Here’s what I would say if I were preaching this sermon:

What would Jesus say to us?

First, I think he would say “Let the one among you who has not sinned throw the first stone.” Let the one among you who never cheated on a test, copied someone else’s homework, fudged an expense report, or was less than fully honest when completing a tax return throw the first stone. Let the one among you who has never lied – even a little bit to keep from hurting someone’s feelings or to avoid going out with a couple you don’t really care for because you already had other plans. Don’t pull the magnitude card on me. I don’t see a sliding scale in the commands on honesty.

The second thing I think Jesus would say to us when we want to critically examine Lance Armstrong is: “get the log out of your own eye before you judge Lance.”

Now, let’s shift gears and ask: What would Jesus say to Lance?

In the interview with Oprah, Lance repeatedly referred to “the process” of healing he is going through. He talked about his need to get past being the arrogant bully who would win at all cost. I think Jesus would say to Lance, “Let me help you. You can’t do this in your own strength. I am the way, the truth, and the life. Follow Me.” Jesus would invite to Lance into a personal relationship that did not require cleaning up his act first. Jesus would extend the same unmerited favor – we call it grace - to Lance that He extended to me and makes available to all who ask. If Lance accepts that invitation He will immediately receive a divine counselor in the form of the Holy Spirit to help him work through the process.

In the interview Lance also discussed the advice his ex-wife has given him that "the truth will make you free." Let’s put that in its proper context (John 8: 31-32)


“ So Jesus was saying to those Jews who had believed Him, “If you continue in My word, then you are truly disciples of Mine; and you will know the truth, and the truth will make you free.”


But, the real question is not what would Jesus say to Lance Armstrong? The real question is what would Jesus say to you?

Do you see yourself in Lance Armstrong’s story? Are you a Type-A high achiever that is driven to win at all costs? Are you an arrogant bully who tramples on anyone who stands in your way? Are you feedback resistant? Are you so caught up in yourself that you have become “comfortably numb” to your corner-cutting and abuse of others?

If so, Jesus is asking what does it profit you to gain the world – win the Tour de France, dominate the market, set the record for sales – if you lose your soul?

Jesus is saying Follow Me.

Leadership Lessons from Valley Ranch

Those who watch the Dallas Cowboys are no doubt frustrated again by their failure to make the NFL Playoffs. Evidently no one is more frustrated than their owner Jerry Jones who has promised to make things very uncomfortable at Valley Ranch over the next few weeks and months.


I don’t want to bash Jerry Jones, but his behavior as owner provides several examples of violations of some key leadership principles.

First, he violates the “Window and the Mirror” principle we learned from Jim Collins in his best-selling book Good to Great. According to Collins, all organizations that made the transition from good to great were led by what he called a Level 5 Leader. These leaders are characterized by a paradoxical blend of professional will and personal humility. No one doubts Jerry Jones professional will. He is passionate about the Cowboys and has invested huge sums of money to make them successful. Yet there is an amazing lack of personal humility which keeps him from being a Level 5 Leader. This lack of humility keeps Jerry from practicing the window in the mirror. According to this principle when things go well the leader looks out the window to see who he can give credit to. When things don't go well, Level 5 Leaders look in the mirror and ask themselves what they did to contribute to the problem or what they personally need to change to correct the situation. Jerry has consistently wanted to take the credit for the success and refused to look in the mirror to see how he himself contributes to the continuing mediocrity and failure of the organization.

The second principle violated by Jerry Jones is his failure to differentiate between responsibility and competence. Certainly as the owner he has responsibility for the entire organization. That does not mean however that he has competence in every area of the organization. He insists on retaining the position of general manager and not hiring a person with demonstrated competence in this area. The most effective leaders understand that they add the most value to their organization by leading from their strengths. One of my favorite leadership authors, Andy Stanley, states it this way: only do what only you can do. Jerry Jones is a businessman who by all accounts is a great marketing and value creator. He is not a qualified general manager. He needs to focus his efforts in the areas where he is strong, and delegate to others in those areas that are not his strength.

Of course doing this requires a deep personal humility that understands one's strengths and one's weaknesses. It also requires a secure ego that is not threatened by others who have a skill set that varies from yet complements your own.

It's easy to see these flaws in public leaders such as Jerry Jones. Can you see them in yourself?
Are you willing to admit your lack of competence and allow others to move in alongside you and complement you with skill sets they have that you lack?

Are you willing to look in the mirror?

So, This is Christmas

In the beginning was the Word, and the Word was with God, and the Word was God.

And the Word became flesh, and dwelt among us, and we saw His glory, glory as of the only begotten from the Father, full of grace and truth.

In Him was life, and the life was the Light of men. The Light shines in the darkness, and the darkness did not comprehend it.

So, THIS is Christmas.

The Leader-Culture Connection Part 6

Toxic Cultures are characterized as follows:


• Leaders create a “closed system,” so any advice and creative ideas from the outside are suspect from the start. These systems breed bad ideas, bad behaviors, and bad values in the organization over and over again.

• Individual rights and dignity of staff members are surrendered to the powerfully elite. People are expected to do as they're told-nothing less and nothing else. The organization's leaders believe they “own” every employee. They have exceptionally high expectations of workers, but the offer them little or no autonomy to make decisions.

• Fear becomes the dominating motivational factor of the organization, and those who choose to stay meekly comply. Many, though, are too afraid to leave. They've noticed that when people even think about leaving, they're severely criticized for being disloyal. Turf battles are the accepted sport of the organization, and open warfare becomes normal. Suspicion and resentment poison lines of communication, so even the simplest directive becomes a weapon area

• Leaders delegate responsibility but fail to give authority to people to fulfill their roles.

• Creativity and risk-taking have long vanished because these traits threaten the status of the bosses as the only ones who know anything. In this environment, pathology is rewarded and health is punished.

• Ethical, financial, or sexual lapses may occur, but staff members are expected to turn a blind eye. The leaders constantly look over their shoulders to see if they've been caught

• These organizations run off good people, and they attract only the naïve or truly desperate.

Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.

The Leader-Culture Connection Part 5

Discouraging Cultures are characterized as follows:


• It's all about the top people: their prestige and their power. They act as though everybody else in the organization exists only to make them more successful, and most of the staff members deeply resent it.

• People spend as much time trying to survive the power struggles, protecting themselves from more hurt, and analyzing the top people's pathology as they spend doing their work. Employees become fiercely loyal to a supervisor who protects them, but they actively seek to undermine any perceived adversary.

• As the benchmarks of success decline, the top leaders become more authoritarian and threatening. They demand compliance and loyalty, and they defy anyone who disagrees with them or even offers another opinion.

• The leadership team often tries to remedy the problems, but with the wrong analysis in the wrong solutions. They seldom look in the mirror to find the culprit. Instead, the blame is always put on incompetent or unmotivated people throughout the organization, but these are the only ones who are willing to stay employed there. Leaders may ask that members to go to seminars and workshops, and they may even hire consultants from time to time, but they seldom listen to any outside input.

• When these leaders communicate a new vision, nobody cares. They’ve heard it before, and they don't trust that anything will be different this time.

• These organizations attract malcontents, sycophants, and desperate people who can't find a job anywhere else.

Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.

The Leader-Culture Connection Part 4

Stagnant Cultures are characterized as follows:


• The leadership team sees staff members as production units, not people. The staff members are valuable when-and only when-they produce. All praise is based on performance, very little if any on character.

• Staff members tolerate their leaders, but they don't trust or respect them. They still do their work, but only the most ambitious invest themselves in the success of the organization.

• The only heroes are the top executives, and the employees suspect that the top leaders are making a bundle, or at least receiving lots of accolades, at their expense. The employees resent this.

• Without trust, respect, and loyalty, people feel compelled to defend their turf, hang on to power, and limit communication. In this atmosphere, relatively small problems quickly escalate.

• Complaining becomes the staff members pastime. Things aren’t quite bad enough to prompt open rebellion, but a few disgruntled people are thinking about it!

• The leadership team isn't happy with the lack of enthusiasm and declining productivity, so they treat staff as if they were wayward teenagers. They try anything to control them: anger, leading, threats, rewards, ignoring them, micromanaging them. But nothing works.

• With only a few exceptions, people become clock-watchers and check-cashers, caring little for the leader's vision. The whole organization lives in the status quo of lethargy.

• To correct the problem, the leaders may send people to seminars or hire consultants, but the top people aren’t willing to take responsibility and make significant changes. It's always somebody else's fault.

• These organizations usually attract people with low expectations and low motivation, but they may attract a few who believe their personal mission is to bring life to the organization. These individuals usually give up after a few months.

Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.