Have you ever said I wish that would happen or work out? Have you ever said somebody else should do it or that somebody else has the responsibility to get it done?
Just how badly do you really want that to happen?
Ever considered that somebody else wishes you would do something different so their job would be easier?
How do we conclude that something new or different should happen in the first place? Quite often, when I realize that I think something ought to happen, others are wishing it would happen as well. Is it really “someone else’s job” or is it under our control to do something? If we can do something, should we? And if we should, should we also solicit information or feedback to get more than one perspective? Maybe someone else would be willing to help once they know you are starting. Any action toward change begins transformation.
Transformation is an interesting word. It means a radical or dramatic change, sometimes even a transfiguration or mutation. So why in the world would Leadership Harbor want to be a catalyst for something so radical? And an even bigger question is how do you find success in starting something like that? Both seem a bit impossible. Then again, impossible is not really in our vocabulary!
There is a reason we are posting this particular value last in the series of Leadership Values posts. Transformation, although radical, begins simply by living into the values we have adopted and discussed already:
Believe in people and their potential
Positive attitude—think abundance!
Lead by example
Have the faith to believe that anything is possible
Personal growth is key to success
Just as leadership develops daily and not in a day, so does transformation occur. We begin leading ourselves before we can lead others. We live into each of our values and empower one person at a time.
Often, all that is needed is someone to act. Someone must take the initiative. I ask myself if I want something to happen, then why not me? If I have an excuse, then that means others probably have their own excuses as well. If that’s the case, then I don’t really want it badly enough, do I?
Success happens every time a step forward is taken. Success or failure doesn’t matter—it’s the step forward that’s important—it’s action. We constantly place ourselves in new learning situations. Sometimes we jump and grow our wings on the way down. Yes, it is scary. Yes, things don’t always work out the way we expect them to, but they always work out the way they need to. After all, we have the faith to believe that anything is possible! Failure is not a bad thing—it is an opportunity to learn and grow. Believe me, we learn and grow every day! Over time, we transform into the next type of leader we need to be. Over time, our modeling and encouraging transform lives.
Much of the time, we don’t know the impact we might have on another individual. Hopefully, we’ve modeled a value and encouraged a positive change.
Brian began his career as an engineer. He wanted to make a difference, and in all honestly, he wanted to make more money. However, things didn’t happen the way he thought they should. This isn’t about blaming anyone or excuses. The plan was simply not working. We both knew God had more in store. In his search to make a greater difference, he trained to become a lay pastor—that means that he was the pastor of a church that needed a part-time pastor but didn’t go to seminary. He became a full-time engineer and a part-time pastor. This led to changes in responsibilities in the engineering job and a promotion to a management position. After nine years of serving the church, Brian felt his time was coming to an end; however, he also knew he was being prepared for something else. Kris was going through similar changes in her job (coaching and resourcing churches). She felt she needed to be better prepared to help church leaders take action. How to teach that effectively was the challenge. That was in the fall of 2013.
Six months later, we both joined the John Maxwell Team. That led to forming Leadership Harbor LLC.
Once we joined up with the John Maxwell Team, we realized that it was our personal responsibility to help grow people, including Brian and his engineering team. Transformation was not just the company’s job, it was Brian’s job. He has now led 14 masterminds with other salaried people and recently some who work in production. It has been great!
The changes in us have prepared us to help others along the way. This is being a catalyst for transformation. We help unlock what has always been possible, and it’s effecting a change.
Now it’s your turn. What is the voice in your head telling you? How can you be a catalyst for transformation?