I think of myself as “color-challenged.” I don’t often know what color to pick when it comes to shoes or paint or much of anything else, so I resort to the basics of the color wheel.
Limiting myself to the 6 options of the primary and secondary colors, the internal conversation goes something like this. “If the room is blue, then what are the adjacent and opposite colors?” Answers? Green and purple, and orange.
When it comes to leadership culture, I can be equally challenged, but find that I take a similar tack in addressing the question, “What kind of leader do I need to be in this particular situation and for this particular group?”
The summer issue of Harvard Business Review includes a “Defend Your Research” article on how leaders should complement their culture, not embody it. Sort of counter-intuitive, but I’ve seen it in action in my own experience. I find the answer is similar to my color challenge — go with the opposite or complementary skill set.
Does the program or office need someone who is task-oriented to right or steady or focus the ship? Then you are called to bring your organizational and administrative skills to the vision of the ministry so that it can be its most effective.
Does the ministry lack vision or direction, but has lots of great volunteers and doers who are generous and willingly give of their time and talent? Then you need to provide and communicate that vision at every turn, stay out of the proverbial weeds, and help them see how they plug into it and can make it concrete and human.
Start with recognizing your own leadership strengths and which specific skills they naturally support (are “adjacent to”). Then look at which skills are opposite yours — or complement them. How do you bring a balance of these complementary gifts so that your ministry can be the most successful and effective?