The Institute for Spiritual Leadership Training is committed to equipping leaders in ministry to be influential in the lives of those they touch and the communities in which they live.

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Level 1 - Fix

Level 1 - Fix
A short step-by-step process manual to help resolve an immediate issue.
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A leader, in order to be effective, must be able to connect and communicate not only with those who follow the leader but also those who the leader serves. In addition to communicating vision, the ability to interpersonally relate is understood to be one of the essential characteristics of effective leadership. Authentic accountability combined with transparent disclosure and genuine feedback is the vehicle for understanding and trust.

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Whether you are sighting in for target shooting, calibrating an analytical instrument, aligning the wheels of a car or an organization, or spiritually centering a ministry or a personal life, one fact holds true—if you don’t have influence over the forces controlling accuracy, you have no mechanism to assure you will hit anywhere close to your intended target or goal. Optimal functioning requires alignment. Simply put, alignment is making sure the talk and the walk line up. This workbook will take a ministry team through 12-15 weeks of deep core analysis to reaffirm the ministry's Mission, Vision, Goals and Operating Standards

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One of the more uncomfortable responsibilities of leadership is to correct a team member for behavior clearly contrary to ministry standards. The aim, of course, is always to build up. Helping a ministry team member to correct attitudes and actions of ministry is at the heart of discipleship. Challenges to authority and how the correction is received are issues in both employee and volunteer situations. Finding consistency both in applying discipline and in knowing when to terminate a ministry responsibility are important functions of leadership. Gentleness, with an eye on how correcting will affect ministry and the team member, not you, helps keep focus.

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Strategically responding to Change is a calling specific to leaders. Managers must respond differently to change. As simple as it sounds, it’s true: leaders lead change, managers manage change.
Risk is the consequence of change. To embrace change is by necessity a decision to take risks. Managers, in contrast to leaders, are expected to minimize risk.
Decision Making is the response to risk analysis. Good decisions must have the visionary questions answered; it is leaders who take the risk of asking them. Effective leaders are on a continuous journey, taking the leadership team and the enterprise through the process of making decisions affecting new issues and opportunities.

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All influence comes down to the irreducible factor of power. Power has no inherent moral characteristics. It’s how we use it that makes it an instrument for righteousness, an unintentional weapon of relational manslaughter or an intentional evil weapon to destroy others. Serving Power gives a comprehensive view of power and views power through the lens of servanthood. Power is God’s expression of who he is. Power is also man’s expression of who we should not be on our own.

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