Friday, August 10, 2007


Carly is one of the world's most admired business leaders. From 1999-2005 she served as president and CEO of Hewlet-Packard.

In this session Bill Hybels interviewed Carly. He stated that her book Tough Choices is one of his top ten recommended books for leadership. That's a pretty strong recommendation from someone who reads a million books a year (little exaggeration).

  • What she learned from studying logic--the power of the right question.
  • Fear was a big deal for her. But she learned that every time she stared down a fear, she became stronger.
  • Don't let others' fears become your problem.
  • Save your tears for things that matter in life.
  • How important is motivating a team? Motivation is everything.
  • Give people a more compelling vision that what they fear. But let them know the reality of how difficult the vision will be.
  • The boss who fired her up the most was the one who saw potential in her.
  • No matter what position a person holds, expect that person to develop leadership skills.
  • Biggest takeaway for me--Leadership requires passion and dispassion. The passion part is obvious. Dispassion means having enough objectivity to see what has to happen for the vision to become reality and who on the team will be able to make the journey with you. Dispassion allows you to make the difficult choices.
  • There is a gift in everything.

    I was a little disappointed in this talk. Flake has done a superb job as the senior pastor of the 23,000 member Greater Allen A.M.E. Cathedral of New York in Queens.
    He talked about five models of leadership: transitional, transactional, transparency, transcendent, and transformational.
    The transformational leader creates for the next generation.

    Marcus is a tremendous communicator. He is author of four best-selling books. His most recent, which I'm currently reading, is Go Put Your Strengths to Work.
  • Build on your strengths and manage around your weaknesses.
  • The way we learn excellence is by studying excellence.
  • Positive psychology is a rapidly growing branch in the field of psychology.
  • Myth 1: As you grow, personality changes.
  • Truth 1: As you grow, you become of who you already are.
  • Myth 2: You grow most in your areas of greatest weakness.
  • Truth 2: You grow most in your areas of strength.
  • Myth 3: A great team member puts his strengths aside and does whatever it takes to help the team.
  • Truth 3: A great team member deliberately volunteers his strengths to the team most of the time.

"For our email subscribers, please visit Ken's full blog page at to view previous blogs and many other helpful links."


I'm with around 20 of our church members in Charlotte attending the annual Leadership Summit hosted by Willow Creek Church. The conference is view by tens of thousands of people each year in numerous spots around the country and world. The Summit is one of the highlights of my year. I always enjoy hanging out with our members in settings that challenge us to move outside the box for the kingdom. Here are some highlights from Thursday's sessions.

Bill Hybels:

Bill "brought it home" in the opening message called "A Vision to Die For."

  • Nothing matters more than ownership of a vision. The most compelling vision is worthless unless it is owned. The vision must not just be big and bold; it must be owned.
  • From John 10--there is a huge difference between how hired hands care for the sheep versus how owners care for the sheep. Am I a hired hand or owner?
  • Am I willing to die for the vision God has given me for Chapin Baptist?
  • He talked about the three stages of vision: vision formation, vision refined, and vision declaration
  • Vision formation--not the Moses on Sinai kind of vision. Instead, team approach is needed. It is important to gather key leaders and ask the question: What does God want our church to look like five years from now?
  • Once the leader gets a glimpse of God's vision, he should take the first draft form to key groups in the church and say, "This is just a draft. What excites you? What scares you?" And then listen.
  • Through PROCESS the leader then tests his vision message to the key leaders of the church to make sure that it is a compelling message. Then he stands before the people and says, "This is what the senior leaders of our church think our church should look like in the next few years.
  • The singlemost important factor for people buying into vision is the level to which you own it. If they know you will sacrifice to see it fulfilled, then they will also.
  • People won't follow a hireling.

"For our email subscribers, please visit Ken's full blog page at to view previous blogs and many other helpful links."