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Andy Stanley - When Less is More From the Vault · Andy Stanley Sermons

• 0:05
  Hey, everybody, Welcome to the Andy Stanley Leadership Podcast from the Vault.
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  And before we get into today's content, I wanted to thank Factor for sponsoring
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  a s LP fifty for fifty percent off. And now let's dive into today's
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  content right here from the Vault, Welcome to the Andy Stanley Leadership Podcast,
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  the conversation designed to help leaders go further fast. Here today we're talking about
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  one of the best kept secrets of leadership. Andy, Today we're going to
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  listen to an excerpt from a talk that you did, and at the beginning
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  of the talk you said that you wanted to start with two of the best
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  kept secrets in leadership. Yeah, I really do think these are two of
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  the best kept secrets that here. They are. The less you do,
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  the more you accomplish, and the less you do, the more you allow
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  others to accomplish. The less you do, the more you accomplish. The
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  less you do, the more you allow others accomplished. Now, when you
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  say less, though, you mean, yeah, I don't mean a shorter
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  work week, you know, more vacation. I mean the fewer things.
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  As organizations grow and as organizations become more complex, leaders, vision leaders,
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  you know, the entrepreneurs, the presidents, and you know, people at
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  the top of the organization have to continue to back out of boxes and do
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  fewer things, spend more time on fewer things. That's what I mean by
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  less. Yeah, you also talk about a couple of myths that leaders really
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  buy in. Yeah. Yeah, Well, I think intuitively, it would
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  sound like, to become a great leader, I need to strengthen my weakness
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  is to be a great leader, I should be able to be I should
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  be good at everything. Yeah. Well, yeah, I think you're right.
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  I think most of our leaders listening today are going, yeah, isn't
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  that what I'm supposed to do? And you know, I think that and
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  it really is a myth. I think that is propagated or encouraged by the
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  fact that when we see great leaders in public orhether, it's on television,
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  which is where we mostly see people we consider great leaders, or we read
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  their biographies, it seems like they're great at everything. My dad is a
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  well known pastor and great leader, and even growing up, I just thought
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  he can do everything. So as young leaders move into leadership that the tendency
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  is to think, well, I need to be great at everything, So
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  I'm gonna kind of economize on my strengths and try to be good at the
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  things that you know I'm not naturally good at. So when did you first
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  become aware of this? I guess as a leader. Gosh, I think
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  I learned this the hard way, and it's one of the reasons I love
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  to talk about it because I think if somebody had come along early on in
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  my leadership and said, Andy, you're ten, that see is going to
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  be to try to do everything and be great at everything. If they had
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  planted the seed of this of this idea in my mind early, I think
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  it would have been huge. But I would say probably eight or nine years
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  into leadership, it finally dawned on me that my fully exploited strength was a
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  far greater value to the organization than my marginally enhanced, our short up weakness.
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  That a weakness would always be a weakness. So for me, my
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  greatest contribution to our particular organization then was public communication. But what I would
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  do is I would I would kind of cheat myself and take shortcuts in terms
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  of message preparation, and then spend the majority of my time and energy on
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  logistics and organization and event planning and things that I just was not good at.
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  And when it finally dawned on me, wait a minute, I need
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  to lean into my strengths delegate my weaknesses. That was a real game changer
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  for me. That really sort of leads us to the bottom line of what
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  today's talk is about. Yeah, and this is hard for people. You
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  and I have talked about this. I think think that for leaders the target
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  we should shoot for, and I think this is impractical, it's unrealistic,
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  especially early on in leadership. But the target to shoot for is to only
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  do what only you can do, to only do what only you can do.
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  That is to ask the question, where do I add the greatest value
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  to my organization and how can I spend the majority of my time in that
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  one thing or this one or two things. And again I'm not sure anyone
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  actually gets there, but I think as long as that's the goal, that's
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  what we're leaning toward. That's the responsibility of the leader, and that's how
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  leader adds the greatest amount of value to their organization. Yeah. I totally
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  agree, But I also know there's some people out there listening wore thinking,
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  you're sure you're sitting in a multimillion dollar facility. You're fifteen years in at
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  north Point, got a lot of experience under your belt, and you know
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  they're like, I agree, but you know, I'm starting a new business,
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  I'm starting a new church. Really only what I can do. Well.
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  I'm very aware of that tension we both are when we begin. I'm
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  sure you remember this. We had just read the e Myth and in that
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  book, the author suggests that when entrepreneurs are beginning an organization, they should
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  do an org chart of what they want the organization to eventually look like.
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  And we did this. We sat down, there were five of us,
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  and we created little boxes, this giant org chart of a of a large,
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  large church. And then, as the author suggested we went in and
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  put our initials in each one of those boxes. Remember that, so I
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  mean from facility and we didn't have any facilities to lawn maintenance, we'd have
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  lawn, we'd have a lawn, you know, all print. Yeah,
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  the newsletter, we didn't have the newsletter. We thought of everything a large
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  church would need. Then we put our initials in all those boxes. So
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  we all had about twenty jobs. And then over time we began working our
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  way out of and hiring our way out of those jobs. And my point
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  is this, early on in a career, early on in a startup,
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  it's natural and necessary for leaders to do everything. It's natural because leaders set
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  the pace, they set the tone, they established the work ethic, they
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  established the level of excellence. So consequently, early on in any enterprise,
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  it's natural for leaders to do or to try to do everything it's necessary because
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  there's nobody else to do it. That thus are our giant org chart.
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  But what begins is natural and necessary becomes a stumbling block if leaders don't understand
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  early on even though it's natural and necessary. Now, over time, I've
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  got to work my way out of some jobs. I've got to again exploit
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  my strengths, delegate my weaknesses. And again, if that's the idea,
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  if that's the understanding of that's the goal, then what begins is natural and
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  necessary, becomes a stepping stone or a step toward a healthy organization. But
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  if leaders don't know this going in, are in my case, spend seven
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  or eight years, you know, trying to be good at things I was
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  never going to be good at. You hurt yourself and you ultimately hurt the
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  organization. And as you said, the principle is hard to argue. It
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  makes sense, but it's very easy to miss. And so in the talk,
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  we're going to join you talk about the five reasons leaders often miss this.
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  So we're going to the talk and come back and unpack the ideas.
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  What I'm about to share with you is very, very, very difficult to
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  recognize in the mirror. It is so easy to recognize it in the lives
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  of other leaders. It's so difficult to recognize in the mirror. Here's why
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  some leaders miss this principle Roman numeral three. Some leaders miss this principle because
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  they buy into the myth of being well rounded. Your goal as a leader
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  is not to become a well rounded leader. Your goal is a leader is
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  to create and to build a well rounded organization, and those are two very,
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  very very different things. Your goal is not to become a well rounded
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  leader where you're good at everything. Your goal is to build a great organization
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  listen that reflects your strengths but does not reflect your weaknesses. And the only
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  way for that to happen is for you to get as good as you can
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  get at the things you're gifted to do, and to delegate the things that
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  you're not ever going to be great at. Here's a tip I put it
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  in your notes. Great achievers are not well rounded. They are men and
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  women who play to their strengths and delegate their weaknesses. Letrer be the other
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  reason leaders miss this. As obvious as it may seem, leaders forget to
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  distinguish between their authority and their core competencies. Leaders forget to distinguish between their
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  authority and their core competencies. Every leader, this is so huge. This
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  is the easiest one of miss. Every leader has authority over things they're no
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  good at. Every leader has authority over things they're no good at. When
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  you forget to distinguish between your authority and your core competencies. You will leverage
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  your authority because you're the authority in areas where you're no good, and you
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  will misleverage your authority. And some of you've experienced this because you're the student
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  ministry. In the student ministry, and the senior pastor keeps trying to tell
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  you how to do student ministry. Right, I'm guessing that wasn't the senior
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  pastor. And it's like, you're so frustrated, you're going leave me alone.
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  But let me tell you about the senior pastor. He or she thinks
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  they know better. This is very difficult to see in the mirror. So
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  here's your tip on this one. Leverage your authority as little as possible.
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  Make as few decisions as possible. This is a gigantic leap forward in your
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  leadership if you'll just do this one thing, make as few decisions as possible,
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  ask and force other people to make the decisions. Great leaders say this
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  a lot. I'll let you make that decision. I'll let you make that
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  decision. Wow, yeah, yeah, yeah, I'll let you make that
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  decision. In fact, some of you have never said that before, so
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  we're gonna practice. You repeat after me. Type A personalities. You might
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  just have to mumble it. I realized this made way too much for you
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  to be able to do, all of you control freaks. Seems like it's
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  not even biblical. Okay, let me tell you why, Because I'm telling
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  you the world you live in and the world you grew up in, you
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  have confused authority with competency. You will always have authority over things you're not
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  very good at. Don't confuse those two things to Just repeat after me.
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  You ready, I'll let you make that decision. Let me hear you say
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  it. Now, come on with some conviction. I'll let you make that
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  decision. Now here's the tough one. I don't really know what we should
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  do. I'll let you make that decision. Here we go. That is
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  great leadership. If you don't believe me, let me raise your hand.
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  How many of you would love to be able to go back in time and
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  have one of your bosses or leaders have said that to you at a critical
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  junction in your organization or in your life or your ministry. That's right.
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  But they wouldn't do that, you know why, because they thought, since
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  I'm the authority, I must make the decision. Great leaders don't make all
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  the decisions. You know why, because great leaders understand I'm an authority,
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  but I have no idea what the right decision is in that area because that's
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  not my area. Remember, don't think about your boss, think about you.
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  You're here, they're not. Let her see. Some leaders are not
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  able to distinguish between their competencies and their non competencies. That is, they
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  just don't know what they're good at. Now this is there. Here's the
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  difference and the previous one. The person says, you know what, I
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  don't really know that much about children's ministry, but since I'm the senior pastor,
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  I need to make the decision. Because they've confused already with competation and
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  this one. This is the leader that really doesn't know that they don't know.
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  This is the leader that really doesn't know what they're not good at.
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  Tip. You are not the smartest person in your organization. You are just
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  the leader. Okay, you're not the smartest. Listen. I tell my
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  staff of this all the time. The reason I'm the senior pastor at North
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  Point Community Church is because I got here first sep. We have over three
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  hundred employees. We got a guy with a harm NBA from Harvard. I
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  am not the smartest person in the organization. I just got there first.
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  That's why I'm in charge. You know why I'm in charge because in church
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  world, if you're the best speaker, they say, hey, what don't
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  you be in charge? See some of you go to churches and your senior
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  pastor is a great speaker, he couldn't lead his way through a you know,
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  a staff meeting. But in church world, if you can keep people
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  away for thirty minutes, hey you be the captain. Well sidebar. This
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  is why I love I love love, love love multi site church. I
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  love video church. You know why, because man, I got some guys
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  I can say. You know what, you don't have to keep people away
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  thirty minutes in a row. You just go out there and lead your brains
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  out because you're way, way, way better leader than I ever dreamed of
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  being when I was your age. You are not the smartest person in your
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  organization, So why in the world would you want to make all the decisions?
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  Listen, don't answer this out loud. Do you really want the level
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  of decision making to be limited to your IQ? Wouldn't listen? Would this
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  just should be selfish and self centered for a minute, wouldn't you look better
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  if you figure out how to leverage the brain power of the entire organization,
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  Because, senior pastor, when you make a great decision, people think,
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  I mean, when a great decision is made, you get the credit.
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  Anyway, Now, if you don't think that's true, isn't it true that
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  when a bad decision is made, you get all the blame. You may
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  not have made a great decision a long long time. So let me assure
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  you, when you finally make one, or when your church finally makes one,
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  people will think you are a great leader. And you may have come
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  to that conclusion by saying to the people around you I'm gonna step out of
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  the room and you guys decide. Because I'm not the smartest person here,
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  but I am in charge that I'm deciding not to decide. Let me know
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  it. Let me what you come up with. I tell people all the
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  time, the greatest ideas we've come up with at our church, none of
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  them were my idea. Twice I've been out voted by our elders like nine
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  to one and ten to one. I mean it wasn't even close. I
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  mean I argued, I, you know, I laid out that. You
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  know, I've visioneered and I cast vision and I told him and it was
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  all gonna be awesome. No, I don't think so, Pastor. No,
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  Andy can't do it. No bad idea, no no, no,
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  no, no, no, no, nine to one, ten to one,
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  two times in the history of the church. And they were exactly right,
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  and I was exactly wrong. We made two incredible decisions, and people
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  think, Wow, Andy, Wow, I'm going If they had done it
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  my way, we would have been wrong. We would have made two really
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  dumb one architectural decision and one financial decision. We made a great decision because
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  I learned a long time ago. I'm not the smartest person in the room.
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  I'm just in charge for now, all right, Uh, letter D.
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  Some leaders feel guilty delegating their weaknesses. This is me. I feel
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  like, if I don't want to do it, nobody wants to do it,
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  so I better do it, which is ridiculous, but this is how
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  I think. Well, nobody wants to do that job. I don't want
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  to ask anybody to do it because nobody want to do that, so I'll
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  do it. I'm no good at it, but nobody would want to do
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  that, and I'm absolutely wrong. Here's the tip. Your weakness is somebody
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  else's opportunity. The thing you're no good at is somebody else's opportunity to shine
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  the thing that you're just you're at best, You're gonna be a C plus
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  for somebody that's, oh my gosh, are you kidding? I get to
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  do that. And you can't imagine that's true because you don't enjoy it,
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  you don't want to do it. Somebody wants to do that stuff. Your
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  weakness is some one's opportunity to quit playing in that pool you're no good at
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  it anyway, and allow somebody to get in there that knows how to do
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  that. Every every once in a while, when I'm meeting with Diane,
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  my assistant on Thursday, we're going through the mail and the email. She's
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  got all these details, and we got a calendar all spread out, and
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  she's got all I mean, it's just she's so organized. And sometimes I
• 16:33
  say, Diane, I I hope this doesn't hurt your feelings, but I
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  would hate your job, and she says, Andy, I would hate your
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  job. I go, it's awesome, let's go. We got it okay,
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  let her e. Some leaders won't take the time to develop other leaders.
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  That's that's the problem. One of the reasons this this doesn't work is
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  because some leaders aren't going to take the time to develop other leaders. Tip.
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  Leadership is not primarily by getting things done right. Leadership is about multiplying
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  your efforts through the efforts of others. Or leadership, I should say,
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  it's about getting things done through other people. It's not about getting things done
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  right. And here's a challenge we all have. And in fact, I
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  would love to spend twenty minutes on this topic. There's so much I've learned
• 17:18
  in the past few years about this. If you want great leaders in your
• 17:23
  organization, you have to allow them to do things you wouldn't do, and
• 17:29
  you have to allow them to make mistakes, and you have to allow them
• 17:33
  to waste money. And that's hard. If you want to get and keep
• 17:38
  great leaders, you have to allow them to lead, which means you have
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  to allow them to chase some of their crazy dreams and some of their crazy
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  ideas and you and your infinite wisdom. They leave the room, and you
• 17:49
  sit in your office and you say, God, me and you know that
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  ain't or word. But here's my dilemma. Do I want to be right
• 18:00
  or do I want to be surrounded by great leaders? Hey, before we
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  episode, Andy, that last question is a bit disturbing. I want to
• 19:48
  read it. Do I want to be right? Or do I want to
• 19:49
  be surrounded by great leaders? Talk about that? Yeah, that again,
• 19:55
  that's not very intuitive. Maybe an illustration will help. When I was first
• 19:59
  to give it, when I was gett my first leadership opportunity, I was
• 20:00
  very fortunate because I walked into a mess and I had supervisors that knew something
• 20:07
  needed to be done. They did not know what to do. The reason
• 20:11
  that was a great opportunity for me is they didn't micromanage me, so they
• 20:15
  sort of stuck me in this mess. It was in a church context and
• 20:18
  they said, hey, try to fix that. Well, they gave me
• 20:22
  a lot of support, but they didn't tell me how to do what I
• 20:26
  was going to do. So consequently I made a lot of mistakes, but
• 20:29
  in making those mistakes, I eventually figured out what needed to be done and
• 20:33
  was successful. I feel like in that particular role. So when I say
• 20:36
  to leaders, you've got to make a decision. Do you want to be
• 20:37
  right about everything or do you want to surround yourself with great leaders. Leaders
• 20:41
  love to be given it. We love a challenge. We want to be
• 20:45
  told what to do, but we don't love to be told how to do
• 20:48
  it. So if you micromanage a leader, you essentially run them off.
• 20:51
  But if you don't micro manage a leader, they're liable to do some things
• 20:55
  differently than the way you do them. They're liable to make some mistakes.
• 20:57
  So I feel like in both of them, my first two leadership opportunities,
• 21:03
  the people who hired me supported me, but they didn't micromanage. So now
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  as a leader, it's just easy to remember that. So as we think
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  about the young leaders in our organization, next generation leaders, I try my
• 21:15
  best to give them the latitude to give them the space, the margin to
• 21:18
  actually lead, which means I've got to allow them to make some mistakes,
• 21:22
  spend some money in ways that I wouldn't necessarily spend it. But if I
• 21:26
  don't do that, ultimately, I think we run off the best and brightest
• 21:29
  leaders. Ye, so you remember experiencing this firsthand. Yeah. In fact,
• 21:33
  we were together in one of these. You know, we worked at
• 21:37
  a downtown church and our church had bought property out in the suburbs. It
• 21:40
  was a bunch of warehouses, and they sent the two of us and a
• 21:42
  handful of other people out to begin services in a warehouse. Well, nobody
• 21:47
  knew how to do church and a warehouse. People do it all the time
• 21:49
  now, but you know, seventeen years to go, eighteen years ago,
• 21:52
  this was a brand new thing, and so we were so fortunate. They
• 21:55
  said, we don't know how to do it. We want you to figure
• 21:57
  out how to do it. And they gave gave us the latitude to make
• 22:00
  some mistakes again, to spend some money, maybe in ways they wouldn't do
• 22:03
  it, but I think both of us would say that. You know,
• 22:07
  our leadership quotient escalated during that time because we had the opportunity. So again,
• 22:12
  we didn't do everything right, but we you know, we were a
• 22:15
  part of that organization and made a huge contribution. So now that I'm on
• 22:19
  the other side, Now that we're on the other side, I just want
• 22:22
  to make sure we create an organization that allows next generation leaders, young leaders
• 22:27
  to lean into what they're good at. But that means they have to have
• 22:32
  an opportunity to figure that out along the way. So they let us do
• 22:36
  what they couldn't do. They let us do it they couldn't do, but
• 22:37
  they supported us. It was a win for us, it was a win
• 22:41
  for them. But I think we've probably both been in situations where we were
• 22:44
  given an opportunity of responsibility and then somebody just stood over our shoulder and kept
• 22:48
  saying no, no, no, and I wouldn't do it that way.
• 22:51
  And you know, for leaders, that's just that's not a comfortable environment to
• 22:55
  work in. So as we really launched these leaders, our role is to
• 22:57
  help them do what only they can do right. And I think one of
• 23:02
  the great takeaways from this idea and hopefully from this top is that the leaders
• 23:07
  who are listening would try to figure out not only how to incorporate this principle
• 23:10
  into their lives, but how to build it into the organization through testing,
• 23:15
  through constant evaluation, through giving leaders different opportunities, taking their hands off,
• 23:21
  understanding they're going to make some mistakes, because it's how you encourage and develop
• 23:23
  leaders, and it's how to make sure that the leaders don't start looking for
• 23:27
  other opportunities outside the organization. So you and I have to lean into what
• 23:32
  we're best at. We've got to create an organization that frees other leaders up
• 23:36
  to do the very same thing, because the only way to learn to lead
• 23:38
  is to lead, is to lead. That's right. One of the questions
• 23:41
  that I'm commonly asked by leaders is what is your development program for young leaders?
• 23:47
  You know, you're talking about leadership all the time. You know,
• 23:48
  what do you do for young leaders? And as you know, we have
• 23:51
  some structural environments, we have some training environments, we suggest a reading list,
• 23:55
  we do kind of all the normal formal things. But reality is probably
• 24:00
  the best thing we do is give leaders opportunities and then take our hands off
• 24:03
  and really try to be in a coaching role and stay in a coaching role
• 24:07
  so that we create that win when they have the opportunity to make mistakes,
• 24:11
  but they have a backup plan financially, they have a backup plan in terms
• 24:15
  of coaching, because really the only way to learn to lead is to lead.
• 24:18
  Landy, thanks so much for spending this time with us, and thanks
• 24:22
  for joining us.