Part 1 (1/2)

Unleas.h.i.+ng the power of rubber bands : lessons in non-linear leaders.h.i.+p.

by Nancy Ortberg.

Foreword.

The world is full of advice, much of it wonderful, about how to be a better person or parent or leader. Sifting through it all and deciding what warrants your time and energy is a nontrivial challenge. Nancy Ortberg makes that challenge easier here because of her unique insights, effortless storytelling ability, and genuine humility and self-deprecation.

Nancy is a person who walks through life with both eyes wide open, taking in everything available to her and searching for meaning and connection. In Unleas.h.i.+ng Unleas.h.i.+ng the Power of Rubber Bands, she provides her readers with thoughtful advice and disarmingly selfless perspective on everything from personal development and empathy to innovation and teamwork. And she does it with a deep sense of the fundamental place G.o.d has in it all. the Power of Rubber Bands, she provides her readers with thoughtful advice and disarmingly selfless perspective on everything from personal development and empathy to innovation and teamwork. And she does it with a deep sense of the fundamental place G.o.d has in it all.

Like Nancy herself, this book will be hard for readers to peg, as it rolls around and touches upon so many topics that are seemingly diverse but inextricably linked. And because it is as inspiring as it is practical, you may find it difficult to decide whether to take it to work, keep it on your nightstand, or tuck it away into a suitcase. Whatever you do, keep it handy for those times when you find yourself with a few spare minutes that just might transform your life.

Patrick Lencioni.

Author of The Five Dysfunctions of a Team The Five Dysfunctions of a Team President, The Table Group

Author's Note

Very early in my career I learned that my understanding of people would rival my job competencies in determining my leaders.h.i.+p success. There have been a number of places where I have been fortunate enough to have been given roles in which to learn that.

For ten years I worked as a registered nurse, in such varied fields as medical-surgical, the emergency department, and home health. I was, for approximately nine years, on staff at Willow Creek Community Church, in roles of teaching pastor and leader of a strengths-based ministry as well as the post-modern expression of the church, called Axis.

Finally, the last few years I have been a consulting partner of Patrick Lencioni with my own leaders.h.i.+p consulting firm, Teamworx2, and partners David, Kent, Rick, and Linda.

The common thread in these varied fields has been leaders.h.i.+p . . . and this book is a consolidation of what I have learned, through success and failure, as well as what I deeply believe to be true of great leaders.h.i.+p.

One of my kids always used to read the last chapter in a book first (and probably still does). That's what I would recommend you do with this book: Read ”Understatement of the Year,” and that should help you decide if what is in the other chapters is what you are looking for.

Introduction.

I love great leaders.h.i.+p. I love it when I'm able to observe it, love it when I'm the recipient of it, love it when I'm able to do it. Great leaders.h.i.+p takes my breath away, and I have seen it in some of the most surprising places.

It is often spotlighted in large corporations, but I have seen it in a rural McDonald's, a library, a veterinary office, and a small church. I've seen it in a waitress, a salesclerk, and a bus driver. I've seen it in an accounting group, a public high school, and a nursing home. I've even seen it at the DMV, but only once.

Great leaders.h.i.+p is occurring in the hands of quiet and unnoticed people who are creating environments where people can bring the best of what they do to what they do best. But you will never see these inspiring leaders on the cover of a magazine or in the six o'clock news.

We greatly underestimate where great leaders.h.i.+p is to be found and what we can learn from it. If we only expect to find it in the hands of those select few in positions of obvious power, we are poorer for having overlooked the beauty and strength that's to be found in unexpected places.

Most leaders want to lead in strong and admirable ways, even if what they lead is never the biggest or the best. And most leaders who do it well find ways to develop strong leaders.h.i.+p at every level in the organization. They know how to unleash the power that is already in the organization and how to fan the flame of that power in productive and transformational ways.

My hope is that in this book you will find a simplicity and practicalitythat inspires hope, and come away with a sense that you you can do leaders.h.i.+pbetter as a result. And by practicality, I don't always mean a clear, step-by-step plan. While that is important, I believe that if plans precede the ”why,” they nearly always result in less-than-optimal performance. I hope that this book provokes, stimulates, irritates, and ignites you to better leaders.h.i.+p. Great leaders.h.i.+p is much more about creating a culture, and cultures transform people in much more profound ways than systems do. Systems and processes should always support the vision, but they should never can do leaders.h.i.+pbetter as a result. And by practicality, I don't always mean a clear, step-by-step plan. While that is important, I believe that if plans precede the ”why,” they nearly always result in less-than-optimal performance. I hope that this book provokes, stimulates, irritates, and ignites you to better leaders.h.i.+p. Great leaders.h.i.+p is much more about creating a culture, and cultures transform people in much more profound ways than systems do. Systems and processes should always support the vision, but they should never be be the vision. When you spend time plumbing the depths of ”why,” you will then be free to formulate the ”how,” and you will see that there are many great ways to tackle that ”how.” the vision. When you spend time plumbing the depths of ”why,” you will then be free to formulate the ”how,” and you will see that there are many great ways to tackle that ”how.”

I also want to show how closely leaders.h.i.+p is tied to both character and to G.o.d, because I think the leader ought to be the most transformed person in the organization. A leader works with everyone, sets the tone for an organization, and creates a culture in the office. If you are reading this book and are not a Christ-follower, I guess you could just subst.i.tute ”higher power” for G.o.d, but I would invite you at least once or twice to consider how deeply great leaders.h.i.+p is tied to the nature of G.o.d.

Much of what gets done in leaders.h.i.+p has a strikingly non-linear approach. There is no clear-cut, step-by-step equation that guarantees results; it's the convergence of conditions that creates a climate where people and organizations prosper. I'm guessing since you opened this book after reading the t.i.tle, you are not looking for a book that presents a linear approach to leaders.h.i.+p. But just in case that is is what you are looking for, I recommend you put this one down and keep looking. what you are looking for, I recommend you put this one down and keep looking.

I have read many linear books on leaders.h.i.+p, some of which have been enormously helpful. This book is not one of those linear books. Some of my best friends think in that sequential, ordered way, and do great leaders.h.i.+p from that perspective. I have even hired, worked with, and benefited greatly from them.

But that is not how my mind works.

Which brings me to the Post-it note.

The first year I led Axis, I was sitting at my desk one morning before the rest of my staff arrived and the meetings and flurry of activities began. On the corkboard that hung above my desk were pictures of my kids, a copy of our vision statement, a strategy spreadsheet (created by some of the aforementioned friends), and a postcard of Bora-Bora.

I really liked our vision statement, and our strategy was well thought out. I had little doubt that if we continued to pray and execute against the strategy, we would make significant progress toward the vision. Everything in the previous sentence is just what a leader is looking for. But for me, something was missing. Turns out it was just a word, but a word that encompa.s.sed everything.

So I pulled out a Post-it and wrote the word Flourish. Flourish. Then I stuck that Post-it up on my corkboard, where it stayed for the next five years. Perhaps it was my own personal vision statement-or vision word, I guess. But whenever I looked at that word, I knew what to do. Then I stuck that Post-it up on my corkboard, where it stayed for the next five years. Perhaps it was my own personal vision statement-or vision word, I guess. But whenever I looked at that word, I knew what to do.

I guess we all need different things. Some people need a spreadsheet or a detailed plan to know what to do. I needed a word. That word, hung where I could see it every day, went with me in my heart and head and spirit into each meeting, each interaction with people, each conversation I had with myself.

It motivated me to lead well, to build a culture where people and programs and systems could flourish. For me, flourish flourish is a very powerful, visceral, and prompting word. is a very powerful, visceral, and prompting word.

We all have certain conditions under which we flourish.

The coastal hills near our house are lush green right now, bursting with the color of wildflowers. They are so beautiful that driving is dangerous: You can barely take your eyes off of them. The perfectcombination of spring rain and suns.h.i.+ne has created this spectacular sight.

There is no exact equation for these conditions, no spreadsheet thatmonitors and quantifies the correct mixture of rain and sun. People and organizations are no different. Given certain cultural climates, they will grow and accomplish and learn and flourish.

Which leads me to the rubber bands . . .

Rubber Bands.

At its heart, leaders.h.i.+p is about promises, and of all itspromises, development is one of the most significant. Sometimes in our attempts to take this seriously, we put together very c.u.mbersome developmental plans. Perhaps it's better than the popular alternative of completely ignoring the issue, but I wonder if we make it too complicated. is about promises, and of all itspromises, development is one of the most significant. Sometimes in our attempts to take this seriously, we put together very c.u.mbersome developmental plans. Perhaps it's better than the popular alternative of completely ignoring the issue, but I wonder if we make it too complicated.

One day I was in a meeting of senior leaders at Willow Creek, and Greg Hawkins was talking very excitedly. Which, come to think of it, is the only way I have ever heard Greg talk. . . . Anyway, he was talking about this topic of development and he pulled a thick rubber band out of his pocket. He stretched it between his two hands and said, ”Very simply”-Greg is a genius when it comes to making complex issues simple and, therefore, doable-”this is development.”

He showed what happened when he moved his hands too far away from each other: The rubber band became taut and clearly in danger of breaking. Stretched too far for too long, the rubber band is ruined.

Inherent in the leaders.h.i.+p relations.h.i.+p is the expectation that over time, the direction you give will result in progress toward maturity, growth in skills and character, and even an increase in your own leaders.h.i.+p competencies.

Then he moved his hands closer together until therubber band became slack, not at all capable of doing what we hire rubber bands to do. Completely incapable of acting like a decent rubber band.

Inherent in the leaders.h.i.+p relations.h.i.+p is the expectation that over time, the direction you give will result in progress towardmaturity, growth in skills and character, and even an increase in your own leaders.h.i.+p competencies.

I think it is a helpful and good discipline to write out a simple developmental plan for the people you lead. And once that plan is written, the best way to implement it is to think of those people as rubber bands. When I was nineteen years old, I'm pretty sure Jamie Barr thought a lot about rubber bands when he thought about me.

Jamie was the high school pastor at my church in Whittier, California. He had spent years as a researcher at the City of Hope National Medical Center before he heard the whisper of the Holy Spirit calling him to seminary.

With a heart for high school kids, he eventually landed in the role of youth pastor at the church I was attending. I was a freshman at a nearby college that required a certain number of ministry hours a month, and Jamie's area seemed as good as any.

Over the next five years, Jamie Barr became the first developmental leader in my life. He stretched me and challenged me, he supported and encouraged me, he believed in me and gave me things to do-things that mattered.