Global Leadership Summit 2016| Live Notes & Reflections

Posted on August 11, 2016


speaker_bill_hybels_470x705Session 1 – Bill Hybels

Four kinds of “lenses” that leaders wear.

1. Bright Red: passionate, fired up leaders. “Passion is the protein of a team.” What has the highest effect on people is to be around a passion filled leader. So, how does a leader get passionate? Personality transplant? Usually, passion comes from either a dream, or a discontent. Question: How full is your passion bucket. Then, how do you keep your passion bucket filled? Reading passionate authors, getting around passionate people, going to places that stir your soul.

[via: I am reminded by this segment how much the “behavioral sciences” is about “emotional management.” We must first be moved before we act. We must first feel before we behave. I would also suggest that “passion” may also be better connected with “conviction” rather than “fervor.” In other words, “passion” is not so much the feeling of being moved, which is a symptom, a result, or a consequence of the discipline or regimen of dedication, conviction, etc. In other words, Hybels describes his discipline of filling up his passion bucket. Perhaps “passion” is his awareness and discipline to get that bucket filled in the first place.]

2. Shattered Lenses: a broken view of a healthy organizational culture. May we be reminded, that it doesn’t matter how shattered your lenses are, you can always shift, change, and grow a healthy organization. The organization will only be as healthy as the top leader wants it to be. Cultures are begging to be transformed! Leaders have the opportunity to change the story line of the people that we lead.

3. Performance Lens / Self-Adjusting Lenses: Even at a church, staff members really want to know how we are doing. They even want to know if their leaders are proud of their progress. This attention to results requires constant readjusting of our views of the goals. It is cruel and unusual punishment to employ a person and not tell them how they’re doing.

Transactional Noise: The discontented, grumbling, and complaining that happens when decisions and behaviors are executed in an organization.

Lominger Card Sort Process:

4. Rear View Mirror Lens: Every once in a while we need to peek in the rear view mirror and wonder what we are leaving behind. This is the legacy lens of leadership. A legacy is simply what people remember of you once you’re gone.

speaker_alan_mulally_470x705Session 2 – Alan Mulally

People first.

Everyone is included.

Compelling vision, comprehensive strategy, and relentless implementation.

Clear performance goals.

One plan.

Facts and data.

Everyone knows the plan, the status, and areas that need special attention

Propose a plan, positive, “find-a-way” attitude

Respect, listen, help, and appreciate each other.

Emotional resilience–trust the process.

Have fun–enjoy the journey and each other. Humor can never be at anybody’s expense.

[via: It is astounding to me again, just how simple principles of leadership can make a world of difference in corporations/organizations of any size. It is also astounding to me how large and influential companies can be so blinded to the simplicity of critical organization concepts, ideas, and theories that could make a world of difference. Again, what happened in those board room meetings affected massive populations and economics. I’m truly grateful to Mulally for his willingness to share his story. I don’t necessarily applaud the success of Ford so much as the pathways it took to get there.]

speaker_melinda_gates_470x705Session 2 – Melinda Gates

“Impatient Optimist.” Things are getting better. But, we can make things better, faster because of our resources.

The foundation is merely an extension of our values.

When billionaires learn about giving, they actually begin to discover the joy of it and consider how they can do that now.

We’re trying to tackle problems that we don’t have data.

[via: Nothing but ultimate respect. כל הכבד. Not only have the Gates’s stewarded their celebrity well, they do so with humility, and a clear focus on results, not on personal recognition or gain. My thought is, How does this kind of humility develop in a human being? How is this fostered and encouraged? There must be some sense of security that resides deep within the soul before one can be vulnerable enough to be this humble. Well done, good and faithful servant. May you make many disciples.]

speaker_jossy_chacko_470x705Session 3 – Jossy Chacko

Where are your talents today? What have you done with it.

To Jesus, faithfulness is not just being true to what you’ve been given, it is what you have done with what you’ve been given. Are you proving yourself to be trusted with more?

Playing it safe is not an option for those who are following Christ.

1. Enlarge your vision. Let the vision be what the Creator has put in you.

[via: So, while I appreciate the “vision cheer-leading” of this kind talk, I wonder if there is a conflict and tension that exists. What if the vision that the Creator has put within you is not to be enlarged? And what we often hear from these kinds of points is “enlargement” over “listening to the Creator.”]

2. Empowering your people.

3. Embrace risk. In religious parlance “faith.” The absence of risk moves us from pioneering to protecting.

[via: Chacko mentions in this segment (and I’m paraphrasing here) that you should not let the worldly systems (e.g. “committees”) prevent you from achieving your godly goals. I have had problems with this kind of dichotomous teaching for several years now, and am dismayed that it shows up again here. The idealism of the statement sounds, on the face of it, honorable. However, it is imbued with a bifurcation of “things godly” and “things worldly” and creates a philosophical hierarchy of “things godly.” What that means in practical terms is that the leader decides what is in the category of “things godly,” and then dismisses anything that may be in opposition as in the category of “things worldly” de facto. This is dangerous, and can be used as a power leverage. It could also be a form of self-idolatry.

Narcissus is known for falling in love with himself. What is less understood about this myth is that the true crux of the parable is that he failed to recognize that it was himself with whom he had fallen in love.]

faculty_travis_bradberrySession 3 – Travis Bradberry

[via: I’m going to nitpick. Why does the acronym “EQ” stated as “Emotional Intelligence,” rather than “Emotional Quotient?” Perhaps we should be saying “EIQ?”

Bradberry’s talk is essentially his book, Emotional Intelligence 2.0. My personal notes are forthcoming.]

Organizations don’t always promote people for the right reasons. Organizations get very short sighted when it comes to promotions.

Pathways in the brain can actually come and go. This is why it is important to practice emotional intelligence.

You must get your stress under control. Not to get rid of it, but to maximize it, to recognize when stress, in moderation can increase functioning from boredom/depression through increased attention/interest to Optimal Performance.

Clean up your sleep hygiene. Don’t take anything that “helps” you go to sleep. It diminishes your capacity to run through your natural sleep cycles. No blue light in the evening.

Get your caffeine intake under control. It stimulates fight or flight hormone. Caffeine has a 6 hour half-life. That means it takes 24 hours to rid your body of the caffeine in your system.

speaker_patrick_lencioni_470x705Session 4 – Patrick Lencioni

So, the question is, Are there people that are better at developing the skills to overcome “The Five Dysfunctions of a Team” than others? Yes. And the following core values (virtues) describe that person: Humble, Hungry, and Smart. It’s also not the values in and of themselves, but it is the overlap of the three.

Humility: The recognition of that which is true. A person who tends to down-play their own skills, who does not weigh in is not expressing humility. It’s not a lack of confidence. It’s thinking of others.

Hungry: Strong work ethic, want to do more, will go above and beyond, and hates the idea of anyone thinking of them as a slacker.

Smart: This is not intellectual smarts, this is about people smarts, common sense around people. People that are good at practicing “Emotional Intelligence.” Hiring people based on intelligence is not a great idea.

People who are just humble, we call “The Pawn.”

People who are just hungry, we call “The Bulldozer.”

People who are just smart, we call “The Charmer.”

In this model, 1+1=2, but 1+1+1=9. Two is not enough, and three is dynamically powerful.

People lacking smarts, we call “The Accidental Mess-Maker.”

People lacking hunger, we call “The Loveable Slacker.”

People lacking humility, we call “The Skillful Politician.”

Step 1: Help them self identify how they would rank themselves.

Step 2: Help them get better. Development. If you don’t keep people accountable to their stuff, reminding them of their behavior, then it perpetuates dysfunction. It’s better for them to either get better or leave than quit and stay.

Hiring: We have to change the hiring process. Generally we over emphasize the technical skills. We have very low rigor on the other skills. Behavior always rises to the top. We also don’t get people out of the office for interviews. We should also stop the siloed interview process.

[via: Lencioni’s work continues to be a huge influence in my thinking and leadership. I am deeply grateful, once again, for Lencioni’s sharing so openly and accessibly.

At the end of his talk, Lencioni shared a few remarks about “persecution,” citing Matthew 5:11-12. He exhorted the audience to “be willing to suffer for Jesus,” and gave a few examples of the persecution that we Westerners are facing. I find his comments unsettling for a couple reasons. One, the interpretation of this passage may be something quite different than the kind of persecution Lencioni refers to (something I talk about in my message Like The Prophets). As such, the phrase, “be willing to suffer for Jesus,” may be understood more as a socio-political statement to mean, “don’t stop advancing your own religious agenda,” rather than “be willing to face the resistance that comes from fighting for justice in this world.” Second, fear is a powerful force, and suggesting that greater persecution is happening to Christians in America may not be helping the cause. It may be the case, rather, that our hyper-connectivity is advancing dismal news at rates never before experienced in our history which can cause us to see reality through skewed lenses. It may also be the case that our American Christian expression is being taken to task by our cultural virtues, and that might actually be a good thing if it causes us to take a good hard look in the mirror and ask ourselves questions like, Is fighting for our cultural place in American society really in alignment with the revolutionary movement of Jesus? These and thousands of other questions like it may ultimately be what the Church needs to do. Much like foreign nations have brought judgment upon Israel in the past, perhaps our American values are doing the same for Evangelicalism.]

speaker_chris_mcchesney_470x705Session 5 – Chris McChesney

Q1: What do leaders struggle with more, strategy or execution? (execution)

Q2: What are they educated in more, strategy or execution? (strategy)

We believe the hardest thing a leader will ever do is drive a strategy or plan that will change human behavior.

Harder than getting 5lbs. out of the landing gear is getting a behavioral change in the engineers.

We don’t see a lot of leaders say, “I wish I was better.” We do see a lot of leaders say, “I wish I didn’t have __ on my team.” We tend to blame the people.

Anytime the majority of the people act a way the majority of the time, the problem is not the people. (W. Edwards Deming)

The good news is that there are rules for getting change in human behavior.

FOCUS, LEVERAGE, ENGAGEMENT, ACCOUNTABILITY. We call these disciplines. Each one has a poison pill.

FOCUS on the wildly important. There will always be more good ideas than there is capacity to execute. (Execution 4:3) That means we have to say “no” to good ideas. “WIG: Wildly Important Goal.” What makes it wildly important is the treatment you’re going to give it. Do not apply it to everything in your organization that requires responsibility. What are the fewest number of battles to win the war? When you’re tackling something big, don’t go big, go narrow. The two best friends of execution are simplicity and transparency.

Lag Measures > Goal

Lead Measures > Predictive of Goal Success > Influenceable by the Team

There is a big difference between knowing a thing and knowing the data behind the thing.

That’s the good news. The bad news is that getting the data is hard. Don’t underestimate the amnesia effects of the whirlwind (the schedule, the calendar).

People play differently when they are keeping score.

The number one driver of behavior is whether or not someone feels like they were winning.

Do the people that work for me feel like they’re playing a winnable game?

DISCIPLINE 4: Create a Cadence of Accountability.

In the moment urgency always trumps importance. This is why it is so hard to execute.

Leaders, don’t give your people their commitments. They give themselves the commitments.

Driving a strategy that dictates behavior is about creating a winnable game.

The rules, the natural laws of execution, turn out to be the same rules for engagement.

[via: McChesney,’s book The Four Disciplines of Execution does a great job elucidating this model. My review and notes are forthcoming.]

speaker_erin_meyer_470x705Session 5 – Erin Meyer

3 dimensions for what it means to be a good communicator in different countries.

Please note that this is not about identifying “the culture” of the country, but the delta between them, how they are relative to each other.

RE: Communication | High Context vs. Low Context cultures. Low context cultures tend to write things down. High context cultures “read what’s in the air.”

Global (multi-cultural) teams need low context processes.

With low context people be as explicit as possible. Put it in writing. Repeat key points.

With high context people ask clarifying questions, repeat yourself less, and work on increasing their ability to “read the air.”

RE: Negative Feedback/Criticism. Direct vs. Indirect cultures. Direct cultures us “up-graders,” using words and language that are more absolute, and Indirect cultures use “down-graders,” that soften the feedback, being more suggestive, etc.

RE: Silence. High Comfort vs. Low Comfort cultures.

[via: BRILLIANT! Meyer alluded to it, but the next question is How do these cultural behaviors emerge? For example, in the US, a variety of immigration and culture clashes tend to lead people to pragmatically reduce communication to its lowest common denominator. Japan, however, is an island where people have lived together for thousands of years, in which context can be rich (high). As our world becomes more globalized, this skill (culture mapping) is more and more critical. Embraced correctly, it can be incredibly insightful and introspective.]

speaker_john_c_maxwell_470x705Session 5 – John Maxwell

Have you ever been suspicious of leaders? Have you ever had a leader hurt you?

Everyday, intentionally add value to people.

Selfishness and Significance are incompatible.

Most people don’t lead their life. They accept their life.

If you’re going to add value to people you have to start with valuing people.

Are we going to spend our life connecting with people or correcting them?

Think of ways to add value to people. Intentional living is up front thinking.

speaker_bishop_td_jakes_470x705Session 6 – T.D. Jakes

We get trapped by titles. We allow people to put a period on our lives where I believe God put a comma. It’s been a life’s pursuit to see what God put in me! The myth that there is one tree in a seed is a myth. There may be a forest. The trick for people to do multiple interests is to find the common thing. Once you find the common denominator, it can be expressed in diverse manifestations.

What we think of burnout is often the frustration of not being challenged. If you’re not challenged, you’re not growing.

You can’t go through the door of destiny without going through the hallway of haters. If you can’t endure the symptoms you can’t experience the results of success. Haters can actually educate you, because they’re not always wrong. Success is not “changing their minds,” as if success is having them endorse you.

The art of great story telling is getting people to see themselves without assaulting them with what they see.

You are no greater than the people you put around you. I don’t think you’re really great until you can be around great people and not be intimidated by their greatness because you know who you are.

Our perspectives are narrow because we have asphyxiated ourselves with tribal perspectives when we have a global God.

I’m going to miss something everyday. Don’t miss the same thing twice.

If you have to hold it to have it, then you have the wrong people.

There is always an incubation period in taking on a new venture. It means my structure is deficient, not necessarily that I am deficient.

It is not where we want to go. It is what we are willing to leave behind to get there. There are many people trying to save what was meant to spoil. You have to have the grace to let it go. Sometimes the worms are a blessing.

Anything you ignore long enough will show up in a symptom that will hurt you so that it can help you. America has been forced into a conversation that we should have had long ago.

Racism is not about whether or not you like someone of a different color. It’s about whether or not they are included in the strategy for success, for possibilities. Our American dream is their American nightmare.

Is this worldwide problem fixable without faith? I don’t think so. But, the church has, in some ways, done the worst job at all of these things.

We are much more like God when we are creating.

There is a seed in you. Take it, and multiply it. We’re so good at pointing out what is good in others. See what is good in you!







o people. Intentional living is up front thinking.

Session 6 – Bill Hybels, Henry Cloud, & Shauna Niequist

[HYBELS] There is an illusion, that you can keep your soul line can keep growing at the same pace as your “speed” line.


One factor makes the difference in everything you’ve just heard: Who are you connected to?

“The Map of the Leader’s World.” There’s only four possibilities of connectedness that is either destroying or connecting your heart.

1. No connection. “It’s lonely at the top.”

[via: Perhaps leadership shouldn’t, then be, “at the top.”]

2. Bad connection.

3. Fake good connection.

4. Real connection. “The Power of the Other.” A relationship or relationships that operate with a formula, that I walk into that corner with a need and someone there who can meet those needs.


[via: Shauna read an excerpt from her book, Present Over Perfect.]

speaker_danielle_strickland_470x705Session 7 – Danielle Strickland

[The following notes are from the GLS blog]

Story of Danielle’s Salvation Army experience in Russia.

  • Initially, she served under a gifted leader she nicknamed, “Captain America.”
  • His replacement was an old, wrinkled woman. Not worldly impressive, but spiritually powerful. This woman challenged Danielle’s definition of leadership.
  • God showed her the difference between spiritual leadership and good ordinary leadership.

The Story of Gideon (Judges 6:11-24)

When the angel appears to Gideon, he builds an altar. He names it The Lord Is Peace – Shalom. Shalom means everything wrong is being made right. As soon as he completes the altar, he (ironically) goes to war.

Martin Luther King Jr. said, “True peace is not merely the absence of tension: it is the presence of justice.” True peace is the presence of right relationships, the wholeness and fullness of God.

Gideon makes a couple of essential shifts—a chiropractic appointment you might say—with the eternal God.

Before the angel of the Lord appeared to him, Gideon was hiding out in fear and insecurity.


True Humility = Agreeing with God about who you are – placing yourself on the continuum between insecurity and arrogance.

  • Sometimes we are living in insecurity due to our circumstances.
  • God calls Gideon out for who he already is – but can’t see yet – a mighty warrior.
  • Gideon saw himself as the least in his family from the smallest tribe.
  • We have to stop playing the negative tapes in our mind and replace it with the way God sees us.
  • He wants us to come into the Shalom of God.


True Dependency = Healthy reliance on God, placing yourself on the continuum between self-sufficiency and co-dependency.

  • Gideon exhibited dependency – he was always asking for a sign.
  • In the West, we struggle with self-sufficiency.
  • Danielle believes that as leaders, we need to purposefully create Pockets of Dependency – space and visions that can only be accomplished by relying on God.

How do we create pockets of dependency? 

Example: Story of a couple who cashed out their life savings to start a nonprofit on behalf of orphans.

We need to step into true humility and true dependency. Then we will experience the Shalom of God.

speaker_horst_schulze_470x705Session 7 – Horst Schulze





speaker_wilfredo_de_jesus_470x705Session 8 – Wilfredo De Jesús