Your address will show here +12 34 56 78
Leadership, Resources
Every leader, heck, every person, needs to handle the stress of life effectively. That takes many different forms of course.

I would risk arguing that charity leaders have a greater need to care well for themselves. Admittedly, these are the people I work with, coach, and support on a daily basis; but I think the fact that these people are giving themselves to address the urgent and deep needs of society that all too often slip through the cracks makes them more vulnerable to burn out.

A generation ago overwork was often affirmed. Being able to push yourself further and harder was the mark of leadership excellence. Unused vacation days and minimal sleep were badges of honour for too many of us.

That has changed dramatically.

Today there is a higher awareness of the cost of demanding too much from ourselves and others. Burn out is seen as a failure of the system, not a sign of personal weakness. Our growing understanding of mental health and wellness have given rise to a self-care industry that one source estimates at 3.7 Trillion US dollars globally each year. And the trend is only growing.

This is a long overdue and welcome development in HR practices, and in society as a whole. We can often notice people encouraging one another to do some self-care. In fact, it has reached the point of being pointedly satirized in some circles.

Leaders I talk to have two common concerns about self-care:
1. How do we encourage our team to care well for themselves so they are able to care for others?
2. How do we know when we’ve done enough?

I have a whole 90 minute seminar on Self-Care and Stress Strategies (contact me to book a workshop) but here are a couple basic considerations.

Self-Care is a lifestyle, not an event. It is about developing and maintaining healthy habits that provide the physical, emotional, mental, spiritual, and relational energy needed for all of life’s demands. One evening of ice cream and Netflix is no cure for weeks or months of personal neglect.

Self-Care can easily become Self-Indulgence. Particularly for those who don’t have healthy habits in place. Swinging the pendulum into gluttony, in any form, is not a remedy. Short term excess will not bring lasting relief.

Work/Life balance is a myth. The idea that we can “have it all” is damaging in the reality of having to make hard choices on spending our time and energy. There are seasons when we sacrifice one aspect of ourselves because of the demands on another aspect. Over time we hope to live in alignment with our values and priorities by making continuous course corrections.

It’s supposed to be hard. Making a meaningful difference is always costly. There are few shortcuts and no free passes. Some leaders are surprised by how difficult it is to lead, particularly at the beginning of their leadership journey. We do others a disservice when we don’t acknowledge clearly the challenges inherent in doing things that matter.

Every effective leader has to be, or become, a healthy leader. Every effective organization has to be, or become, a healthy organization. Helping that to happen is what Catalyst is all about.

One final thought: Don’t turn this into a Millennial thing. While there are excellent insights to be gained from generational patterns, each of us is much more than our demographics. Assumptions based on stereotypes are one of the things that make more self-care necessary. People are people first, statistics much later.

Leadership, Resources
One of the most frequent challenges the leaders I help deal with is how to manage their workload and their team. Often the answer to both issues is getting better at delegating; which is much easier said than done.

Like you, I’ve been well versed in the typical delegating strategies and ideals:
-If someone can do it 80% as well as you can they should be doing it
-Focus your energy on the few things that only you can do
-More time is saved by training someone to do the task than by continuing to do it yourself indefinitely
-Start with less crucial tasks and grow as trust and competence allow
-Never delegate responsibility without the accompanying authority

All of these are often very helpful guidelines, but recently I’m noticing a corollary that I think informs why many strong leaders struggle to follow the well-worn principles.

We have to delegate the capacity to fail.

Time and time again I see leaders attempt to delegate tasks and responsibilities to their team members only to step in and take control when they aren’t handling things well enough. The result is demoralized staff, a continually overworked leader, and decreased trust for everyone.

The vigilance required to be always ready to swoop in and rescue a situation is more draining much of the time than just keeping it on your plate in the first place.

We have to learn how to let people struggle, falter, and fail.

I am deeply aware of how hard this can be. I can immediately recall multiple situation where I took back leadership from someone because I saw them struggling and couldn’t stand by while things suffered. In some of those cases I still think I did the right thing. In all of them my intent was good.

The problem was that I didn’t actually delegate. I didn’t trust them enough to let them fail.

A leader who is truly committed to the development of others has to accept the reality that failure is essential for leadership growth. If I can’t allow that to happen I can have many assistants, but no leaders on my team.

In practice this means we need to invest more in people, not less. We need to build them up to the point where they know when to ask for help, and that doing so will be received as strength rather than weakness. We need to train them to identify failure, address it, and share the learnings openly. We need to actually trust.

And we need to make a point of sharing our failures openly, honestly, and without shame. We need to make failure an expectation of the process of growth. We need to model imperfection, adaptation, and recovery.

Unfortunately for many leaders our desire for control and the insecurity that drives us to maintain a false image of perfection will undermine our potential to delegate, and we will prevent our team and our organization from reaching our potential.

One of the more popular and powerful workshops we offer is Identity and Insecurity. If you think it might be helpful to you and your team please contact us to talk about it.

Great Stories, Leadership, Resources
October 10, 2018 is the print release day for The REACTION Dashboard.

This book has been a work in progress for about four years and making it available to the world brings feelings of excitement, relief, anticipation, and hope. I am deeply grateful to al the leaders and friends who’s experiences and insights contributed to what it is.

The REACTION Dashboard is a tool that equips leaders to understand, assess, and improve their organizational culture. The tool is practical, simple, and quick. It pushes action and results. And it emphasizes the discipline of Celebration, a largely untapped approach that brings out the best in every member of your team.

The first half of the book is The Story, a fictional account of a handful of leaders applying the REACTION principles in realistic situations. The second half is The Elements, a direct explanation of how the tool works and how to use it in your context. It’s a quick read and highly memorable.

The book is available in print and ebook formats from all major retailers. Learn more at

Leadership, Resources
He refused to mentor me.

In my early twenties I asked a leader I liked and respected to mentor me on a specific skill in which we were both involved. We had a very positive relationship up until that point and I was stunned when he turned me down flat.

It turns out he had agreed to mentor someone before and it went badly. That negative experience convinced him that he wasn’t a good mentor and didn’t enjoy doing it. So he told me no.

I persisted, laying out specifically what I was asking him to do, and how the approach could work. Thankfully, the clarity persuaded him and we had a productive year of official mentoring and an ongoing friendship that has survived more than two decades. In fact, his advice to me when we began Catalyst led us to one of the most important relationships in our early years as an organization.

Being clear was the key.

I have great respect for the expertise and training attained by qualified counsellors and have personally benefitted from seasons of their help. Pastors and other spiritual leaders have provided me with formative guidance. I have developed a trusted group of advisors I can call with questions and in crisis, and I rely on their wisdom. I am genuinely humbled by the quality and variety of people who have invested in me.

I’ve also been privileged to serve others in this capacity both formally and informally for many years. It is one of my favourite things to do. Some have referred to the dynamic as mentoring, pastoring, or coaching; I’m not picky about the term.

With so many models and approaches to coaching available the need for clarity is only increasing. In trying to capture what I try to provide in this role and to get the most out of each session I’ve begun using the acronym PACE to help frame the conversations.

Perspective – Where can my role as an interested outsider be insightful for something you’re considering?
Accountability – What actions/issues do you need to be held accountable on?
Challenge – Where do you need a push or a prod to step outside your comfort zone?
Encouragement – How can I fill your tank? Where are you struggling?

PACE is simple, memorable, and it helps focus the session on what is most important and relevant. It also serves to put responsibility for the content and impact of the conversation where it should be; on the person receiving.

I often advise anyone looking for a mentor to find someone who cares about them and understands the world they want to be part of, grab that person’s sleeve, and don’t let go until you’ve learned what you wanted. Mentoring always works best when the drive comes from the one who wants to learn. (And in my experience the learning usually becomes mutual).

Bringing clarity about the purpose, content, timing, cost, and intended final date of a coaching relationship makes it easier for both people to say yes, and to get the most out of it. Agreeing on expectations up front makes a huge difference.

I am grateful for the initial rejection two decades ago. Working that through has shaped my approach to mentoring much more significantly than if he had said yes from the start.

What is the most important piece of advice you can give about mentoring/coaching?

Leadership, Resources
I like to challenge myself.

Setting goals that won’t be easily achieved and pursuing them motivates me and I am energized by new objectives. I do a pretty good job of accomplishing some of them too.

The challenge is when I realize that the goal is out of reach.

Last weekend some friends of mine hosted a trail running race around my favourite local lake. Each lap is a little over 5km and they offered 1 lap, 2 lap, 5 lap, and even a 10 lap race. Back in the summer I decided to commit to the 5 lap (25+ km) event. I knew that it was beyond my fitness level at that time and would be difficult to train enough to be ready. It felt good to set the bar high.

Unfortunately it was too high. I admitted to myself in early September that there was no way I would be prepared to run well for that distance; finishing was unlikely and having fun highly improbable.

It was tough to have to contact them and request a change to the 10+km distance, and to have to tell some people who knew I was targeting the longer event. Swallowing my pride, even when it was clearly the right choice, doesn’t come easily.

I’ve just started reading Jon Acuff’s latest book, Finish. In it he talks about research showing that the real reasons many people fail to complete their goals is an inability to adapt to less than perfect performance or to scale back when it becomes apparent that the objective is out of reach. It’s really good stuff and he offers very practical advice to help us experience greater success by being more realistic.

I can think of dozens of leaders who could join me in recognizing ourselves in this tendency to be overly ambitious when goal setting and not manage the process effectively when we see we’ve bitten off more than we can chew. This book can help us.

Running the shorter race turned out great! I ran the first part with my 14 year old son and enjoyed the whole event, pushing myself to do my best. To my great surprise (and mostly due to there not being very many people racing), after crossing the finish line I found out I had finished first in my age group for the 2 lap event. My first ever first place.

I still wish I’d been fit enough to take on the longer event, but changing my goal to something more realistic made for a day of success beyond my expectations. (Next year the 5 or maybe even 10 lap event is mine!)

Leadership, Resources
I am wrong about a great many things. That is one of the most fundamental things I believe to be true. It serves as a much needed reminder to me that my assumptions, educated guesses, hunches, and intuition are all vulnerable to error and I had better be humble and cautious about my views. That said, a couple recent episodes of the Freakonomics podcast challenged me significantly. They feature interviews with Charles Koch, an American billionaire and (along with his brother) one of the most reviled figures among many people for his involvement in politics and his efforts to reframe the world according to his own vision. Host Stephen Dubner has a knack for being insightful and challenging his listeners more than his guests. He didn’t treat Koch with kid gloves, but he did give him ample opportunity to express himself without interruption. I was expecting either spin or bravado from Koch; that would seem to fit the image of him I’ve seen in much of the media. Instead, what I heard was a thoughtful, sincere, and historically astute perspective that admitted to failures and didn’t claim to have all the answers. That’s not to say that I agree with or support all his views or that I don’t think there is an aspect of intentional image construction happening. Just that I was surprised by the humanity and humility conveyed. The leadership lessons here are important reminders for me:
  1. Everyone has a story. I can easily judge and categorize people into convenient stereotypes and forget their fundamental humanity. I can disagree with Charles Koch without demonizing him.
  2. Learning is better than assuming. I was going to skip these episodes, confident that nothing Charles Koch could say would be of value to me. I was wrong about that. His business philosophy and some of his policy perspectives are well worth my consideration.
  3. Break the Echo Chamber. I have a tendency to only listen to those who’s views I already know and agree with. While reinforcing my convictions is a good habit, I need to be intentional about exploring ideas, possibilities, and people who differ from me so that my approach remains pliable and open to truth.
  4. Discussion is always better than debate. Taking the time to genuinely listen to these podcasts with curiosity rather than just to support my assumptions was worthwhile. The same is true in other differences of opinion. Most perspectives have some sincerity behind them, and starting from a combative posture prevents learning on both sides.
Leaders with a short term approach can achieve quick results by dismissing and ridiculing those with opposing positions. Being radical and polarizing makes for compelling takes and can bring an influx of passionate support. But it’s a fool’s game in the long run. The greatest impact comes from those who do the harder work of seeking to understand the reasons behind the views and find ways to connect rather than attack. Common ground isn’t always possible, but failing to diligently look for it limits the potential for winning people over or finding a higher possibility. The cynic in me wants to dismiss Charles Koch’s interviews as some kind of strategic manipulation with dark ulterior motives. That may yet be the case. But I continue to believe that the risks of optimism are better than the losses of suspicion. When have you had to change your opinion of someone?

Catalyst, Leadership, Resources

As part of the application to our new Catalyst Partners Leadership Program interested charities submit a 3-5 year Organizational Leadership Plan.

For some this is a document they have at the ready and can simply convert to pdf and add to their application. But for the majority a leadership plan is little more structured than a couple lines in a strategic plan or a few vague ideas.

In the past I tried to create a universal template that charities could use to create a leadership plan, but I soon abandoned the idea as unwise.

The diversity of news and opportunities facing charities would require either a template far too detailed to be reasonable to far too vague to be complete. On top of that, nothing I designed could reflect the culture and style of each organization. In the end it was better to offer a broad overview of different people within or connected to the charity with some questions relevant to each group and include some resources we have seen as valuable. Setting that in a worksheet that provides space for identifying specific needs and interventions, budget, and room to lay out the plan proved more useful than anything else I could develop.

It is far from comprehensive and always in need of updating as we learn more, but it serves well to initiate good conversation and raise possibilities that may not have been considered. It also includes some focus on donors and fundraising that is not strictly leadership development but seems relevant.

Leaders have used the overview to discuss what should happen and then transferred the results to a format and style that fits their unique operating culture. Check out the latest version for yourself and let me know how we can improve it to better serve charity leaders. 

Organizational Leadership Plan Worksheet

Leadership, Resources
There is always more good stuff to do than time, energy, capacity or resource to do it all.

This is as true for individual leaders as for organizations. We spend a lot of time managing information and opportunities that may never come to fruition, and often feel overwhelmed by the sheer volume of what we must (let alone could, or should) deal with day by day.

There are lots of advanced systems for effectively managing both time and information, but many of them fail to provide a fundamental perspective to figure out the relative importance of various possibilities, or the need to give some attention to less fruitful options as part of the ongoing process of identifying future areas of focus.

The simple approach I use to filter out what is unhelpful or irrelevant looks like this: Searchlight: I feel a strong responsibility to be aware of what is happening in the various fields in which we’re involved. I continually scan the horizons to see what sparkles back. Social media, especially Twitter, conferences, journals, and recommendations from people I respect get my attention. When something reflects our interest or values I pause to take a closer look.

Spotlight: Like a Broadway show, when I come across something that warrants greater attention I shine a spotlight on it. This not only allows me to see it better, but also exposes it for others. Insightful books, articles, and videos deserve a deliberate look and quite often to be shared. I use social media (Twitter: @catalystfndtn) to promote things I think you might want to see, as well as passing them on directly or speaking about them when I have the opportunity. Organizations we partner with always spend time in our spotlight before we engage.

Laser: Highly focused light has the power to shape, ignite, or even perform surgery. Our interactions with individuals and organizations are dedicated almost entirely to attempting to assist and influence leadership. This means we don’t spend time, energy, or funding on a lot of very important things. We have determined through pretty intense evaluation over nearly a decade that leadership is our focus and we strive to not be distracted from it, especially by other worthy possibilities.

There is a constant ebb and flow between these three lights. At some points in a given year or project it is  critical to do nothing but laser focused leadership development. At other times it is just as necessary to be searching broadly for new ideas, information, and potential relationships. No formula or balance is correct for every season. The challenge is to properly identify what kind of light we need to be using most and then apply it effectively, perhaps by using any of the efficiency strategies that are available.

Several years ago I used the Searchlight, Spotlight, Laser imagery in a talk explaining Catalyst’s strategy at the time. A leader for whom I have enormous respect came to me afterwards and said ” I get it: Searchlight, Spotlight, Laser. That’s what you do!” That is what we do.

A final thought: None of these lights function without a solid Generator providing the energy.

Learning what provides the power to do all of this has been an essential part of growing as a leader and an organization for Catalyst.

Catalyst, Leadership, Resources

Follow though is my nemesis.

My whole life I’ve been able to generate ideas that have excited me and engaged others. I’m a great starter. Of course, a great start does not make a great result. Actually delivering on the potential of my initiatives has haunted me for far too long.

I have a severely limited capacity for detail and my administration abilities are lacking. I can never stay motivated and engaged enough to bring most of what I dream to fruition. It bugs me. More than that it means I don’t accomplish what I really want to, and I end up disappointing or frustrating other people as well.

I’ve tried any number of popular productivity programs and time management hacks. I can start them with my usual enthusiasm, but they never last long. The ongoing maintenance of the system grinds me down far too quickly and I find myself again free styling from idea to idea and rushing deadline after deadline. I’m actually pretty good at that.

Last summer I saw Chris McChesney speak at the Willow Creek Leadership Summit. His topic: the 4 Disciplines of Execution (4DX) didn’t really inspire me. I was expecting to feel inadequate and guilty while he expounded on another brilliant platform to drive results that I could never sustain.

Instead, it felt like I had finally found someone who understood how I think and work.

I bought (and even actually read) the book, and have become mildly obsessed with understanding the relatively simple, but surely not easy approach he and his team have developed over the last 14 years. You can see a brief explanation of 4DX for yourself:

At the heart of the disciplines is the understanding that we all live and work in the midst of a whirlwind that demands our attention and energy. Much of what goes on in the whirlwind is good, much is necessary, but it prevents us from getting to the important but not urgent things that propel organizations and people forward. And if we are able to identify those Wildly Important Goals, the whirlwind constantly conspires to prevent us from giving them the attention and effort they need to succeed.

There’s really nothing new or magical in 4DX. Having reviewed and discussed it a bunch of times it’s such common sense I’m a little embarrassed I haven’t been doing it all along. Which is exactly the point.

As I’m preparing for our next major Strategy Sessions I’m more and more convinced that applying the 4 Disciplines can be a powerful and sustainable way for Catalyst to move forward to greater impact as we approach the end of our first decade of trying to help leaders and organizations be healthy and achieve their dreams.

If you’ve used 4DX I’d really love to hear your thoughts. And if it intrigues you let me know, maybe we can walk it through together and see if it’s actually as good as I expect.

Leadership, Resources
Last week I set aside two days to take in a simulcast of the Global Leadership Summit from Willow Creek. The is a highly respected international event; I enjoy it and appreciate what Willow Canada is doing to maximize the rich inspiration and solid content. At an event like this I’m expecting to go away with 3-4 specific action steps to begin applying within the week, and a few resources I want to explore more deeply in the coming months.

The 2016 Summit definitely came though with both. I love being introduced to ideas and presenters I didn’t know previously and the most useful presentation for me was Chris McChesney from Franklin Covey who managed to make The Discipline of Execution fun and fascinating. I look forward to getting into his book later this week.

I was also particularly impressed with the sessions from Erin Meyer and Danielle Strickland. Both brought insights I need to use to improve both at work and in the rest of my life.

I would encourage anyone to look for a site to take in the rebroadcast in October to hear both of them and the other great presenters. The founder of the Summit, Bill Hybels, always brings passionate and practical teaching in his sessions. (I still think he should find someone else to take over the interview slots, but that’s a minor critique).

One of Bill’s sessions was more a workshop than a lecture. He opened with a warning that what he was about to ask us to do would be difficult for most of the leaders watching. Then he began to talk about all that he has learned by developing a habit of reflection in his life. The raw emotion as he spoke of the importance of taking time to stop and consider his own life was compelling. Then he invited us to do something he emphasized would be tough: to take 2 minutes to reflect on a particular question he set up with a few minutes of teaching.

There were actually 3 two minute moments of reflection, each prepped with 5-10 minutes of expert teaching and a specific question. Our Summit workbook had several pages ready to record our thoughts.

I am sincerely stunned and quite discouraged that one of the most prominent Christian leaders in the world believes most of us would struggle to spend a total of six minutes in reflection. I am convinced that being able to explore and understand  our own actions, emotions, and motives has to be a fundamental expectation of leaders, and that it is essential to the character growth that should be every leaders priority. I can only hope that a majority of us saw this session as a springboard to deeper and more extensive reflection at another time.

Leadership is unrelenting. It takes discipline to step away from the daily churn to learn and develop. That is why events like the Global Leadership Summit are so valuable, and also why reflection should be more familiar and regular than a two minute challenge.