SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | CHAPTER 5

CHAPTER 5

ARE WE MANAGING LADDERS

Leaders know where they want to reach. They point up toward the spot that's so high those standing next to them don't always see it.

First, I want to make it clear that leaders aren't superior and neither are managers. One is not more important than the other; however, they are different.

Second, we need to recognize which one we are, because if we are leaders in managers' position we are frustrated and ineffective. Just as true, if we're managers in leaders positions were killing the organisation.

Leaders | Managers

Emphasize what and why | Emphasize how and when

Work from the future back to the present | Work from the past to the present

Focus on the long term | Focus on the short term or immediate

Embrace a macro-perspective | Embrace a micro perspective

Favor innovative thinking | Favours routine/save thinking

Seek to balance idealism with realism | Emphasize pragmatism over idealism

Show revolutionary flair | Protect the status quo

Clarify the vision: inspire and motivate | Implement the vision

Excite others by change | Are threatened by change

Decide quickly | Decide slowly

Identify opportunities | Identify obstacles

Take risks | Avoid risk

Pursue resources | Actions limited to available resources

People centred | System centred

Idea centred | Plan centred

Centre on core issues | Distracted by peripheral issues

Want others' approval | Need others approval

Do the right thing | Do things right

OBSERVATIONS ABOUT LEADERS AND MANAGERS

Leaders and managers complement each other. 

Both need to work in the area of their strengths.

Successful managers aren't always successful leaders; successful leaders aren't necessarily successful managers.

We need to evaluate the success of managers differently from the success of leaders.

We consider managers successful when they operate the organisation efficiently as well as deliver services on time and within budget.

We consider leaders successful when they enable the organisation to grow in its ability to serve the community by discovering new needs, expanding the resources base, and innovative approaches to service delivery, and when they energize or transform the organisation.

Leaders know where they want to reach. Managers know exactly where to position the ladder for maximum benefits.

If we are managers, we pride ourselves on being practical. If we are leaders, we pride ourselves on being imaginative and visionary.

Leaders focus on the future. They work from the future back to the present to show others how to get to the fulfilment of their vision. Managers conceptualize by walking from the past to get to the present. They build on the past to work efficiently in the present.

If we switch managers into leaders' roles, everything stalls. If we try to make leaders into managers, they can't take their eyes off the skies long enough to figure how to strengthen the ladder or position all the people they need.

Those who know how will always work for those who know why.

Change excites leaders and it frightens managers. We need both. Healthy fear is an ally.

Leaders identify opportunities; managers identify obstacles.

Leaders take risks; managers avoid risk. The larger risk is to refuse to take a risk. If we wait until we are 100% sure were already too late

MAKING DECISIONS

We have four questions we need to ask before we make our decisions - and those four must be in the right order.

1. Does this go along with our vision, mission, and core values? The fewer things an organisation does, the better off they are because they can focus and do all of them well.

2. Do we have the heart to make this happen? (Zeal and commitment).

3. How will God be glorified?

4. How much will it cost? We don't discuss money until we answered the first three questions. No one can bring up the cost factor unless we have positive answers to the first three.

Leaders see the empty coffers and know they can fill them; managers see only that the coffers are empty.

Salvation is free, but ministry is expensive.

For leaders, people's approval is a want; for managers, approval is a need.

The best ladder holders are excellent managers. Once they devise a plan, they can make things happen.

For leaders, ideas, concepts, visions, dreams, and entrepreneurship, fills their tank,  puts a smile on their faces, and makes them excited. For managers, fulfilment, affirmation, and encouragement are the major motivators.

Managers get the most out of themselves, but leaders get the most out of others.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Chapter 4

Summary Attempt: Who's Holding Your Ladder; Chapter 6

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SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | CHAPTER 4

CHAPTER 4

HOW DO WE RECRUIT VOLUNTEERS?

My advice is simple. Stop asking for volunteers. We need to view volunteers as unpaid staff. I've come to the conclusion that the most qualified people are waiting to be recruited. They don't rush to sign up on the legal pad hanging on the bulletin board. They don't call the worship leader's cell phone. They're there, available, and they're willing to serve if they're asked. We need to learn how to recruit volunteers.

Followers didn't choose Jesus; Jesus chose followers. Jesus held a powerful vision of his ladder that stretched from earth to heaven. He didn't want just anyone supporting him. in fact, just before his betrayal, Jesus said to his disciples: "you have not chosen me, but I have chosen you, and ordained you, that ye should go and bring forth fruit, and that your fruit should remain" (John 15:16a)

If we want something to happen, we rely on those who are talented, gifted, and who can make it happen. We don't sit around and hope they will knock on our doors. Like Jesus did, we go after them and say, "We want you. We have a place for you"

Wise leaders assimilate people by recognising their gifts and placing them in the right role.

We need different ladder holders for different levels of ministry.

IMPORTANT ISSUES, IMPORTANT RECRUITING

If a tree starts growing right the first time, we don't have to spend all kinds of time trying to straighten it out.

Leaders ask what and why; followers asked how and when.

BEFORE CLIMBING LADDERS

Before we start climbing we have to do three things:

1. We need to decide where we want to go.

2. We need to be clear about our vision.

3. We need to ask ourselves: what are we doing to prepare ourselves as better communicators?

I also remind church leaders that whenever we get up to preach, we need to remind ourselves that we have five generations facing us. How effective am I at reaching them? For us to be more effective, what are we putting in our tool kits on communication skills, storytelling skills, movement, hand gestures, body language, and vocabulary? What are we reading that puts us in touch with the now generation? It's also important to remind ourselves that everyone is not a leader. God doesn't call all of us that way.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Chapter 3

Summary Attempt: Who's Holding Your Ladder; Chapter 5

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SUMMARY ATTEMPT: WHO'S HOLDING YOUR LADDER | CHAPTER 3

CHAPTER 3

FIVE CORE QUALITIES OF LADDER HOLDERS

Those who are gripping the ladder don't have to agree with my tactics or methods. They do have to believe in my vision and agree with where I'm going.

There are five essential qualities we seek:

1. Strength: If they need to be corrected in certain areas, they can change without my having to worry about how much I am going to hurt their feelings. We need strong ladder holders; so strong enough to take criticism and who wants to do better. “the greater the need, the shorter the prayer”, I must have people holding the ladder who can handle instructions in two or three words and be able to do it quickly.

2. Attentiveness: They ought to be alert to what I'm saying and absorb it quickly. I don't want to give them the same lessons repeatedly. We don't have to chase after attentive people repeatedly; they understand the first time.

3. Faithfulness: They must have faith in me as their leader and be committed to me. If they aren’t faithful to me – if they aren't committed to the same vision I am – they will abandon me. I need people who remain at the ladder no matter how difficult things become. As long as I am up there, the faithful show me that I can be assured they are down below.

4. Firmness: Manipulative people who won't be able to exploit them. Terrorism in the church is nothing new, but it is usually cloaked in clothes of ecclesiastical language, hidden in the bylaws, or made to sound spiritual and appealing.

Three Important Lessons

a. If we disagree with our leader, we don't do so publicly. We need to discuss it with that person in private.

b. If we disagree, we ought to search our motives before we speak. We need to be sure that others don't set us up. They won't speak up themselves, but they will find naive and trusting souls to do the work for them.

c. If we disagree, we should be sure we don't do it for personal gain.

5. Loyalty: They don't always agree but;
(i) They may disagree with my head but not to my heart 
(ii) They may disagree with how I do things but not why I do things 
(iii) They may disagree with my methods but not my motivations.

PASTOR OR CEO

Even though they are both pastor and CEO, they can't be both at the same time.

The first lesson we learnt is that we hire people for what they know and we fire them for who they are. When we select ladder holders, we need to spend more time with who they are rather than what they know. Troubles in the job usually start over personality issues and not over competency.

This leads me to the second lesson I've learnt: hire slowly and fire quickly. It's better to have a vacancy than to have bad help. Don't rush hiring decisions, don't delay firing decisions.

The third lesson I learnt is this: the best the best time to fire somebody is the first time it goes through your head. I've also learnt that if the situation is serious enough to fire people and we don't, after that we begin to search for reasons to keep them. When you are assigned the task of taking the hill – or the market – you are less concerned about who is for you and more and more concerned about who is with you. Those who make pledges are for us; those who pay their pledges are with us. We don't have to be involved with churches very long before we recognise that there is a large gap between those two groups.

THREE LEVELS OF LADDER HOLDERS

1. Followers: may refer to everyone in the congregation.

2. Ministers: those who have a heart to serve others.

3. Leaders: They minister through others.

Ministers do service primarily by themselves; leaders do service through others.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Chapter 2

Summary Attempt: Who's Holding Your Ladder; Chapter 4

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SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | CHAPTER 2

CHAPTER 2

 WHAT KIND OF PERSON IS HOLDING YOUR LADDER?

Ladder holders are the foundation of any organisation. They are the ones who allow leaders to reach their highest potential. They have the ladder held so securely that the leaders don't have to fret or constantly worry if they will fall.

We need to pick the right people to do the job we want done.

NEGATIVE QUALITIES

Here are the kinds of people we don't want to hold our ladders:

1. We don't want people who need constant reminding.

2. We don't want those who behave casually. I want to make sure that my ladder holder understands what I'm trying to accomplish.

3. We don't want resume builders. As leaders, we need to choose those who are committed to us.

4. We don't want unhappy people.

5. We don't want people just to agree.

Source: Who's Holding Your Ladder by Samuel R. Chand 

Summary Attempt: Who's Holding Your Ladder; Chapter 1

Summary Attempt: Who's Holding Your Ladder; Chapter 3

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SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | CHAPTER 1

CHAPTER 1

WHO’S HOLDING YOUR LADDER?

Whether in management or systems, the effectiveness of a leader depends on the person or persons who hold the ladder; those who are in support roles.

Those who hold the ladders are as important as the leaders themselves.

Those who faithfully support from the bottom are often unseen. That doesn't diminish their importance or the need for them. It does mean that even though their ministries or their positions are every bit as important as the leader on the top, sometimes they do their work unnoticed. Sometimes, God may be the only one who knows who’s holding the ladder.

The ladder holder determines the height of the ladder climber; those who hold the ladder control the ascent of the visionaries.

LADDERS AND LEADERSHIP

Three ways in which we do ministry: the first is to do everything ourselves. that's too much work. The second is to hire it out. That is too much money. The third is to develop others. that is too much time.

Because they didn't teach others to hold the ladders for them, a few visionaries have fallen. Others have burned out from overwork and trying to do everything themselves. Some have simply quit trying.  “It’s just too hard” they say, “and too lonely.”

There is a vast difference between training people and developing them. Training focuses on tasks; developing focuses on the person. Training is uni-directional; developing is omni-directional.

God never intended for the local church to be a one-person organisation.

If we don't develop and equip others, we’re never going to have the kind of ladder holders we need - especially when we want to climb to the highest rungs.

We can't treat people the way we treat ideas or activities.

We need to help those we develop to: Understand their purpose, grasp why their roles are important, cope with disappointments as well as with success, ignite their passion, be inspired to reach their fullest potential.

Having many activities isn't always advancing.

We leaders need ladder holders the most when we make the jump from activities to working with individuals.

We lead people but we manage things.

Too many of those who call themselves leaders are actually good at projects. They can visualise what needs to be done.

Dealing with projects is easier; dealing with people is more difficult.

All projects need people - but they need the right kind.

THE RIGHT LADDER HOLDERS

I've come to one foundational understanding: The most important decision leaders make; is to select the right helpers. If they don't have the right people holding the ladder, the project will fail.

In the church we need to choose leaders who are involved, active and already showing their commitment to Jesus Christ by their involvement. In business, we need the same kind of dedication. When we look at the qualities we seek, however, before anything else we need to start with integrity.

In God's eyes, people count more than bridges, elevators, escalators, or ladders.

The fulfillment of the vision depends on the people who support the ladder of the visionary leader.

The higher we need to go, the more important the ladder holders become.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Introduction

Summary Attempt: Who's Holding Your Ladder; Chapter 2

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SUMMARY ATTEMPT | WHO'S HOLDING YOUR LADDER | SAMUEL R. CHAND | INTRODUCTION

INTRODUCTION

Vision is a holy discontent with things as they are.

The most important decision you will ever make as a leader is selecting your leaders.

It is better to have a vacancy than to have poor leadership.

We hire people for what they know and fire them for who they are.

The people who brought you here; however well-meaning, may not be the people to take you into the future.

Source: Who's Holding Your Ladder by Samuel R. Chand

Summary Attempt: Who's Holding Your Ladder; Chapter 1

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THE BRANCH SAVED THE TREE | Laity & Teacher #001

Laity: 

Please explain this phrase with scriptures “the branch saved the tree”

Teacher:

Her siblings would surely have been grateful. Why wouldn’t they be? She spoke on their behalf and that discussion has saved their lives. As it were, their fate hung by a thread or better put, a red rope.

Imagine her walking up to one of her relatives and saying “you need to be in my house before the end of this week if you want to live. Those men marching around the city will eventually gain access and kill everyone except those in my house”. If that relative thinks to himself “who does this harlot think she is? Does she expect us to just ignore her lifestyle and take her advice? No way!”. Well, whilst bleeding to death, he would remember her words as he looks through his door to see the same men that took other lives, shielding members of the family; led by Rahab, as they were being taken safely out of Jericho.

Some family trees have branches we are not particularly proud of but if we endeavour to walk in love, who knows, they might just be the branch that will save the tree.

Speaking of branches, I’m reminded of another Branch that saves. The red we see is not a rope but His Blood. Those that are under the covering of His Blood are the only ones truly safe.

Got Jesus?

Text:

Joshua 2:12-13, 17-20 MSG

12-13 “Now promise me by God. I showed you mercy; now show my family mercy. And give me some tangible proof, a guarantee of life for my father and mother, my brothers and sisters—everyone connected with my family. Save our souls from death!”

17-20 The men told her, “In order to keep this oath you made us swear, here is what you must do: Hang this red rope out the window through which you let us down and gather your entire family with you in your house—father, mother, brothers, and sisters. Anyone who goes out the doors of your house into the street and is killed, it’s his own fault—we aren’t responsible. But for everyone within the house we take full responsibility. If anyone lays a hand on one of them, it’s our fault. But if you tell anyone of our business here, the oath you made us swear is canceled—we’re no longer responsible.”

Joshua 6:21-25 CEV

They killed everyone, men and women, young and old, everyone except Rahab and the others in her house. They even killed every cow, sheep, and donkey.

Joshua said to the two men who had been spies, “Rahab kept you safe when I sent you to Jericho. We promised to protect her and her family, and we will keep that promise. Now go into her house and bring them out.”

The two men went into Rahab’s house and brought her out, along with her father and mother, her brothers, and her other relatives. Rahab and her family had to stay in a place just outside the Israelite army camp. [e] But later they were allowed to live among the Israelites, and her descendants still do…

John 3:16-18 MSG

16-18 “This is how much God loved the world: He gave his Son, his one and only Son. And this is why: so that no one need be destroyed; by believing in him, anyone can have a whole and lasting life. God didn’t go to all the trouble of sending his Son merely to point an accusing finger, telling the world how bad it was. He came to help, to put the world right again. Anyone who trusts in him is acquitted; anyone who refuses to trust him has long since been under the death sentence without knowing it. And why? Because of that person’s failure to believe in the one-of-a-kind Son of God when introduced to him.

HAGNOS MINISTRIES | GOOD GOD | ANN CLARKSON OTUOGHA

Hagnos is a heart work. This work is to help men back to God’s original intention of worship. In this end time, God is more particular about the condition of our hearts and Hagnos is a conduit, through which this sacred duty of channeling man back to his Maker, can be achieved.

LISTEN ON SOUNDCLOUD

 

Song Lyrics

1st Verse

Great and mighty are you o Lord, you are worthy of my praise, am gonna shout, am gonna scream, my God you good oooo.

2nd Verse

For every trouble, double miracle, you never ever let me down, am gonna shout, am gonna scream, my God you good Oo

Chorus: ooooo ooooo

My God you good oooo, my God you good oooo (2)

Vamp:

Solo: He’s Holy

Resp: Holy

Solo: good God

Resp: good God

Solo: mighty

Resp: Mighty

Solo: good God

Resp: good God

Solo: Faithful

Resp: Faithfull

Solo: good God

Resp: good God

Solo: add lib
All: my God you good oooo

SEATED IN GLORY | APRIL 2019

9 And they sang a new song, saying: “You are worthy to take the scroll, and to open its seals; For You were slain, and have redeemed us to God by Your blood out of every tribe and tongue and people and nation, 10 And have made us kings and priests to our God; and we shall reign on the earth.”

Revelation 5:9-10

As kings in this Kingdom, may we find greater ease to function in our place and space this new month and second quarter.

12 So David knew that the Lord had established him as king over Israel, and that He had exalted His kingdom for the sake of His people Israel.

2 Samuel 5:12

A king rarely bothers about the solidity of his throne seeing it is designed for both majesty and stability.

May this fourth month and second quarter be marked with rest, ease and balance on all sides. 

6 For exaltation comes neither from the east nor from the west nor from the south. 7 But God is the Judge: He puts down one, and exalts another.

Psalm 75:6

May this indeed be a month of ENTHRONEMENT; 
Divine Re-Alignment of our Earthly Location with our Heavenly Position. 

44 Whoever wants to be great must become a servant. Whoever wants to be first among you must be your slave. 45 That is what the Son of Man has done: He came to serve, not to be served—and then to give away his life in exchange for many who are held hostage.”

Mark 10:44 MSG

Like the twenty four elders (Rev. 4:4, 10-11), thrones of kings in this Kingdom are mostly empty while they worship and serve.

May we be true expressions of His delegated authority in this season.

#GloryUnveiled

God Bless You!


Bayor

A TALE OF TWO FRIENDS

...the seer told him "you are destined to be a slave". Turning to his friend, he said "but you are destined to be a king". On hearing this, he got angry, left the village, settled in an open field and started farming because he thought to himself "if there's no one to serve, I won't be a slave". His friend on the other hand, remained in the land and did nothing besides expecting to be served. Some time later, famine struck the village and the people came to the self-proclaimed king who had no solution. He and the villagers left the village in search of food and came upon an erstwhile open field turned plantation. The owner gave the condition that they would be his slaves if they needed food. The owner became a king over all his slaves: the villagers and their self-proclaimed king...

Our future is in God's memory as our past is in ours.

Prophecies are not intentions, they are descriptions.

BUT

A prophecy may go unfulfilled if nothing is done about it.

18 This charge I commit to you, son Timothy, according to the prophecies previously made concerning you, that by them you may wage the good warfare,

1 Timothy 1:18

AN EVENING TO REMEMBER

He...started several businesses...with drug addicts and prostitutes...he would...ask them bluntly “how bad are you?”...In most cases, none of them had done as much drugs, porn, slept with or killed as many people as he had. On hearing his story, most of them said “ha? Me I be saint be that o (wow, I must be a saint then)”...One day, he was recounting how he had personally killed about nine people before it dawned on him that the number wasn’t accurate...“I think I must be a god because...people in my vicinity are either killed just before I arrive or just after I left”... Read more

FROM THE ARCHIVES - APRIL

TIMES AND SEASONS | APRIL 2018

DIVINE ALIGNMENT | APRIL 2017

ADDED INCREASE | April 2016

A NEW SEASON | APRIL 2015

Second Trimester | Fourth Month

Cardinal Points | April 2013

Unless otherwise stated, all scripture references above were taken from the New King James Version of the Bible. 
Where applicable, emphasis mine.

Pictures: Google

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