On a somewhat regular basis, I receive notifications of open leadership positions which got me thinking about what are some of the key leadership questions I ask as an employer and a potential employee.
Here are 4 of them. A word of caution. They may overlap, but it is rare that any given individual possesses all of the qualities.
- Are you an “ambassador” or an “administrator?” My experience has been that most top leaders, especially those with decision-making authority, fall into one of these two categories. An “ambassador” is the type of leader that prefers to be outward facing, e.g., is good at being the face of the ministry or field, is in demand as a speaker, and wants to out in the field pushing the mission of the organization. An “administrator” tends to be the leader whose strengths are focused in-house, on staff, implementing vision and mission, and engaging members in the best possible way. They prefer that others are the face of the organization–perhaps the president or chair of the board or the admired “all-stars.”
- What part of the lifecycle of a ministry or organization is the most life-giving for you? Marketing people talk about lifecycles of products, e.g., it’s created new, it hopefully rises in awareness and popularity, then steadies off when it is in its prime, and starts to level off or weaken as other products enter the category. Ministry and organizations are like this too. And use the number of years that the ministry in the parish or the organization has been around.Ministries and organizations have multiple lifecycles, especially if they are attentive to reinventing themselves as the field and marketplace changes. I work for a 26-year-old organization that is really in start-up mode. We have been in a 5-6 year process of reinventing what benefits we offer and how we want to support the Catholic publishing industry.Most importantly, though, know what part of that lifecycle gives you life. Do you like the challenge of making a dream reality or are you best at keeping the boat moving in the right direction?
And this leads to the next question.
- Is your strength in creating things or implementing them? This question could be rewritten in a Myers-Briggs way (a personality inventory), and read, “Are you a P or a J?” We all possess some of both, but the question is where is your home base? Every aspect of the lifecycle requires each of this, but some require more of the other from the leader. In start-up mode, creativity may be key to taking a new vision and putting it into action.
- Lastly, what personal, professional, and emotional need will this leadership role fill for you? I admire veteran ministry leaders because most have chosen their field because it fulls something in each of these categories. But here’s the thing. I’ve seen people (and been one) who have moved from parish ministry to diocesan ministry who eventually felt like their new role didn’t really impact the lives of people like their old job did. I’ve been, and this is tough. That’s why the “emotional” part of it is key. It may be that you had a personal and professional goal to work at the diocesan level, but once you get there, you may find that it does not fill your emotional need. Watch out for that! And it you run into it, fix it. Trust me, you won’t be satisfied if you don’t.