My first couple of jobs were in the food service industry. I started when I was fourteen years old. This was a great way to earn some extra money and learn how to work with others.

My biggest takeaway from those years were lessons I learned from the managers I worked for. Some of the lessons I learned from these managers were imparted to me in the form of stories from their own work experiences.

One I remember explicitly is a manager telling me that a super successful company he worked for had a phrase they lived by; “Back to the basics.” This company wasn’t always chasing the new trend. They were chasing greatness in the things that matter.

By mastering the basics, companies are able to thrive and grow. Without the basics, organizations are left wondering why chasing the latest and greatest trend isn’t working.

One of the most important basics to master is communication. Whether you know it or not, you’re always communicating – by what you are saying and what you are not saying. If you want to see your organization move forward make sure you are mastering the following communication areas:

1. Roles and goals

This sounds basic, but according to a Gallup study of over two million employees, “‘only about half of the employees strongly indicate that they do.” This means that one out of every two employees doesn’t confidently know what is expected of them. This same study also found that managers were just as likely to not know what was expected of them.

For starters, organizations should have clear job descriptions and key measures of performance.

2. Vision

People who put their time and effort into a company need to know where it is going. Vision is a clear mental picture of where the organization as a whole is headed.

Vision is something that needs to be communicated constantly. Why? Vision leaks over time and people need to be reminded of it.

3.  Feedback

Your team needs your positive and constructive feedback. This point will focus on the latter. When team members have an area for improvement, let them know.

Creating healthy feedback loops is a vital part of a healthy, growing culture.

4. Recognition

Yes, employees should do their jobs whether or not they are praised for their efforts, but we all want to know we are appreciated and are doing our job well. You may have heard the saying before – what gets rewarded gets repeated. Studies show that companies with good cultures of recognition have a 31% lower voluntary turnover rate.

If you see someone who hit it out of the park recently, let them know. If you are looking for some specific examples on how to recognize your team members, this is the post for you.

Communication is one of the most important basics, and if you don’t get this one down the organization and its team will not reach their potential.

Look at the areas listed above and begin with the one area that would give you the biggest lift once improved and go from there.

I love the underlying concept of work-life balance, but I don’t love the practicality of it. The word “balance” implies an even distribution over the course of time. So if you work too much one week, you will have to spend more time with the family the next, and vice-versa. You never arrive at your goal because this is an uncertain finish line. Luckily, there is a better way.

For years I have coached and trained others to live a more intentional life, and I am also on the same journey.  I have found that most people have a desire to change but become incredibly frustrated with the results they’re getting. Even worse, they look at those who seem to have it all together and have limiting beliefs that they can’t do the same.  I know how they feel as I have been there as well.

One of the greatest trades you can make when it comes to productivity is trading balance for healthy rhythms. While balance is unclear, rhythms are defined through a series of habits.

Almost forty percent of your actions are simply your habits according to the best selling book The Power of Habits. So if you change your habits, you will change your life. In order to create healthy rhythms, you will need to follow these five steps.

1. Decide on your goals.

The first step in the process of creating health in your life and business is deciding your desired destination, or goals. You need to clearly define what is your most important goal for the main areas of your life. We have our clients fill out a life and business plan.

Your goal should be in the form of x to y by z. For instance, your work goal may be to bring up sales revenue from one million dollars in quarter one to one million two hundred thousand dollars by the end of quarter 2. You may have a personal goal of losing fifteen pounds in the next 60 days.

2. Define your habits.

Once you have clarity on what your most important goal is for an area of life, you need to add the specific habit(s) that will help you to achieve it. Keep in mind that there are some habits, called keystone habits,  that set off a chain reaction for others to happen.

If you are a business owner, one of your habits could be to spend four hours a week working on the business instead of just in the business. Your keystone habit for your sales goal may be to contact ten loyal customers a week to see how they are doing and if they need any further assistance. Your habit to lose weight may be to write down your caloric intake every day and not to exceed so many calories.

Choose one or two habits that when done either on a daily, weekly or monthly basis, that will ensure that you will hit your goal.

3. Disrupt your schedule.

If the way you are currently spending your time is not giving you your desired results, then it’s time for a schedule change. You will most likely need to change your schedule to thrive in your key areas such as self-development, relationships, and business.

Some of your current fruitless activities will change and its place will be slotted for your new habits.

We look at the schedule a week at a time and call it our weekly rhythm. Inside your weekly rhythm is time to accomplish your habits and ultimately ensure reaching your goals.

4. Draw lines in the sand.

You can do anything, but you can’t do everything. In order to accomplish your goals, you are going to have to set some healthy boundaries in your life. There will be times when you say “no” to the good so you can say “yes” to the great.

Since you already have your time slots full of your new habits, you can say no to things since you have a prior commitment. This part will make or break your ability to grow your business or personal life.

5. Dig your heels in.

I would love to say that everything will magically fall into place once you start, but there will be resistance. That resistance will come from the fact you’re already predisposed to your current habits and life itself.

How long does it take to form a new habit? Though it varies, research shows it more likely to take two months or so. This is one of the benefits of our year-long leadership coaching program, the opportunity to solidify many new habits. Here is the good news–once something becomes a habit, it does not require much effort to keep it going.

Take some time and clarify your goals and follow the steps in order. Plan today for the business or life you want to live tomorrow.

Want Impact? Focus on these Two Elements of Life


Maybe you have heard the phrase, “if everything matters, then nothing matters.” The reality is, every area of our life does not have the same impact on outcomes. This is true for leaders as well.

When we look at the life of a leader, we tend to gauge success by external things. We look at the size of their company, how much income they have, what type of home they live in and other such elements of life that become the Mendoza line for what may be considered a great leader.

But we’ve also seen a number of leaders who appeared to have great “success,” — all the external things in place — but based on a poor decision now face a life that is crumbling around them.


Recently, I have come up with a term to consider how far a leader will go. I call it ” The Slingshot Effect”. The premise is that which is closest to you will determine how far your life and leadership will go. Let’s explore this.


1. Inner Life

What is going on the inside of you will eventually make its way to the outside of you.  If you are falling apart on the inside, the outside of your life will eventually do the same.

Our inner life is about connecting to things that are near to us and the parts of our life that are bigger and beyond us. This includes our faith, our motivators, and attitudes.

You have to take time out of your life to invest in your inner life. For me, investing time in prayer, meditating, reading the bible, and reflection is a game changer.

Taking the time in your schedule to do these will also help deter you from making poor decisions based on a bad condition of your soul and spirit. While it may seem to cost you valuable time, it’s really an investment that will pay off long term. Whatever you invest in this season, you will be able to pull from the next. The best investment you can make is investing in your inner life.

2. Inner Circle

In Malcolm Gladwell’s book, The Tipping Point, he shares a study conducted by Dr. Robin Dunbar. In the study, Dr. Dunbar created an equation to figure out the number of relationships primates can have, including humans. According to Dunbar, you can have 150 casual friends, 50 close friends, 15 friends you can confide in, and a support group of five.

The one that will have the biggest impact on your life is the closest five. Jim Rohn is known for saying you are the average of the five people you spend the most time with. This means that those you are spending the most time with today, are shaping who you are becoming tomorrow.

If you don’t like who you are becoming, you may want to take a look at your short list for your inner circle. I want to challenge you to make sure that your inner circle is made up of people of these three shared attributes.

  •  Mutual values

Except for family, those in your inner circle should have values that align with yours. Our value system is the foundation of all that we say and do.

You can be friends with anyone you choose, but those closest to you should share values. It’s even more important than having similar interests. Having similar interests may make the relationship more interesting, but having the same values will make it more enduring.

  • Mutual Direction

If you are leading others, you need to make sure that your closest friends are people who are going in a similar direction as you. If you want to be a person of strong faith, lead a family well, and/or have a good work ethic, you don’t want to be spending the most time with those whose lives are going the opposite direction as yours.

You want people who will encourage and challenge you to reach your God-given potential in the areas that you deem to be most important.

  •  Mutual Trust

Relationships are built on trust. If you can’t trust people in the present you can’t trust them with your future.

Apart from similar values, the most important characteristic I was looking for in a wife was that she was trustworthy. The same is true for friendships.

Someone being trustworthy is simply a fruit of a person who lives a life of integrity.

I challenge you to take some time and reflect on your inner life and circle. Here are some questions for reflection.

  • Do I like what is going on in my inner life? Do I like who I am becoming?
  • Do I have mutual values, direction, and trust with my inner circle?

If you want to go far in leadership, you have to monitor what you allow closest to you. That which is closest to you will determine how far your life and leadership goes.

What is one area you could improve in in your inner life or circle?

Most people have goals, but not everyone knows the essentials needed to accomplish them.

This week I spent some time on a coaching call with a team from a private lender’s office. Less than a month ago, I had shared with them the knowledge of how to create plans for their personal and professional lives.

In our most recent call, I went over some of the potential pitfalls they may face in trying to make their plans. These are the things that could prevent them from moving forward to achieve their desired outcomes.

While preparing for this call I thought about three things necessary to achieve a goal.

1. Your What.

What are you trying to accomplish with this goal? I am not talking about a shot in the dark; like just wanting to become a better person. Your goals should be more specific than that.

Here are some examples of specific goals:

  • Pay off all my credit cards by Christmas.
  • Go on a date night every other Friday night with my spouse.
  • Workout Monday, Wednesday, and Friday from 6-7 am.
  • Lose twenty pounds in the next 90 days.

2. Your Why.

This is just as important as knowing the what. Once you know what you want to do, you need to ask yourself the reason for wanting to accomplish this; the real purpose behind it. It may be that paying off that credit card debt will enable you to have a vacation next spring. Or maybe you feel that having a date night every other week will bring the passion back into your marriage.

It’s important to know and understand your purpose for setting that goal. It will be the driving force helping you accomplish what you have set out to do. If you are struggling to figure out the why, I can recommend an exercise I learned from Marshall Goldsmith’s book, What Got You Here Won’t Get You There. It is called, Complete the Sentence.

You take what you are wanting to accomplish and then fill in a benefit. You keep doing the exercise until you get right down to your real purpose. The more you do it, the more you get away from generic answers to the heart of the matter.

Let me give you an example. Let’s take the date-night goal. The complete sentence exercise would look like this: When I start going on a date night every other Friday with my spouse, I will_________. You fill in the blank. Now the first time you answer, you may write something like, “she will stop complaining that I never take her out.” Then, when you do the exercise again you may write, “she will be more interested in the things I am into.” You keep on doing it until you reach the real heart of the matter. The fifth time you fill in the blank you may write, “so we pursue each other like we did before we were married!”

3. Your Way.

You only set yourself up for success if you give yourself an avenue for accomplishing your goals. If you don’t give yourself a path to take, inertia will take over and you will go back to your old habits quickly.

For instance, if you want to pay off all your credit cards by Christmas you will need to lay some tracks to help you get there. Perhaps you decide that the way you are going to do it is by working out a budget for each month and begin using a cash envelope system. That is, you put cash in envelopes for gas, groceries, and entertainment. When the money is gone, you’re done till the next budget period. By doing this you are providing a way for you to make your goals actually happen.

You can begin to accomplish your goals by knowing the What, Why, and Way that suits you most. Take a look at your most current goals and see if any of these three are missing.

Five Attributes of a Great Leader

A week ago I was leading a workshop for the entire staff of a private lending company. The owner and I have known each other for two decades.

When the workshop finished, a buzz of energy filled the room. The team was excited about the company and the possibilities of the future. They were incredibly thankful and freely expressed their gratitude.

This workshop focused on helping the owner’s team create goals for their personal and professional lives. The time we all spent together was amazing and, while I would love to give myself the credit for it all, I can’t. A great deal of it belongs to the owner.

After spending some time thinking about why our time together proved to be so dynamic, I have pinned down some of the things the owner does that makes him a great leader.

1. He built a great team.

You can go so far by yourself, but the sky is the limit if you have a great team. Many leaders worry about what needs to get done; great leaders think about having the right people on the bus. If you have the right people, you will find it so much easier to figure out what to do.

2. He cares for his team.

Some of the feedback I got from his employees was that they were touched by how much the owner cares about their personal lives. Part of our time together during the workshop was spent helping the team make sure the priorities in their life were getting the proper attention.

Every team member needs someone who cares for and encourages them. When a leader makes this a priority, everyone wins.

3. He listens to his team.

Part of our time together was collaborative. We were working through the different challenges and opportunities the company currently had. Though the owner is incredibly passionate, he did not do all the talking. He allowed his team to chime in, and when they came up with something he believed to be the correct solution, he rolled with it.
Andy Stanley is known for saying, “leaders who refuse to listen will eventually be surrounded by people who have nothing significant to say.”

4. He inspires his team.

Though I believe I provided a ton of inspiration during my time with the team, I wasn’t alone. The owner stepped in, from time to time, to encourage his team to take on board how the information we were sharing with them could help them attain the results, and the future, they desired.

It was easy to see he, the owner, was also the CIO, the Chief Inspiration Officer.

5. He develops his team.

The reason I was there was to help the team grow in their personal and professional lives. In fact, one of the major goals the owner was focusing on for the coming year was the development of his team. He has formulated weekly, monthly, and quarterly activities that will help his team reach their potential.

He has formulated weekly, monthly, and quarterly activities that will help his team reach their potential. He understands the fulfillment of the potential of his organization rests not just on him, but on the team, he has built.

The future is looking bright for this company, and it is because the owner has truly taken ownership of the future of his team.

I would love to hear what other attributes you believe makes up a good leader.

Coaching is something that has helped me with leadership development. In fact, I think it’s something that professionals can’t afford not to have.

There I was stuck. Have you been there? Knowing that you have potential, but don’t understand why you can’t get past where you are. Like me, you have reached out for help only to come up empty.

I was there, but I didn’t plan on staying there, and I don’t think you do either. Instead of hoping something would change, I started investing my money in coaching. Honestly, I didn’t know the results I would achieve, but I knew there needed to be a change. Do you know what happened? A life change happened.

Coaching is becoming a huge industry, and I believe it’s because it works. You can go further faster with someone in your corner.

Coaching is one of the best investments I have made in my life, and I would encourage you to do the same. If you need more convincing here are some more benefits of coaching.

1. Clear Direction.
A coach will typically ask what results you are looking for and help you create a plan to achieve those results. The coach will not make the plan for you, but they will help you discover how to get from where you are to your desired future.

2. Perspective.
A coach is able to offer a different perspective than your own. The reality is that you have some blind spots, so they can help you see what would otherwise not be apparent to you.

3. Increased Productivity.
According to research done by ICF, seventy percent of coaching clients had a boost to their work performance. That same article showed that more than half of those coached improved their time management skills as well.

4. Work/Life Balance.
Coaches can tell when you are off-kilter in your work/life balance. This alone is worth the investment.

A good coach will encourage you to not only grow in your professional skills but give your best to your faith, family, and health.

I have been on both sides of the coaching relationship, being the one coached, and now coaching others. It is something I believe in wholeheartedly.

If you are in a season where you are trying to improve personally and professionally, I challenge you to invest in a coach.

Many leaders have wondered why their teams are not performing up to their expectations. The answer may be closer to home than you think.

When I was in my early twenties, a few of my friends and I decided to take a weekend off and go to Daytona Beach. Who doesn’t love the feel of getting some time off for some rest and relaxation?

We took off from Tampa where we all live and began the scheduled two-hour journey. As I was driving us there, we were goofing off, having fun, and full of expectations for a great weekend.

Then something happened. I saw a sign on the interstate for Miami. We had been going in the wrong direction, and none of us knew it.

Sadly, the same things happen in the workplace. Employees come to work each day, put in a good day’s work, all the while going in the wrong direction.

You as the leader can help change that be helping your team in these three areas:

1. Know what their job is.
This sounds basic, but according to a Gallup study of over two million employees, “‘only about half of the employees strongly indicate that they do.” This means that one out of every two employees doesn’t confidently know what is expected of them. This same study also found that managers were just as likely to not know what was expected of them.

Just to get to first base, they should have a clear job description, but this alone is not enough. They need you as the leader to provide continual clarity on what they are supposed to do, how what they are doing impacts the company’s overall objective, and how they are making a difference.

2. Affirmed when they are doing a good job.
Yes, employees should do their jobs whether or not they are praised for their effort, but we all want to know we are appreciated and are doing our job. Studies show the companies that have good cultures of recognition have a 31% lower voluntary turnover rate.

So if you see someone who hit it out of the park recently, let them know.

Don’t be general about what they did by saying, “good job Tracy.” Instead, tell them specifically what they did, why it stood out, and how it impacted your organization’s mission.

That could look like this: “Tracy, I wanted to thank you for following through with that client of ours. I know they were pretty demanding, but like a champ, you pushed through the challenge, and they were elated with the outcome. Because of what you did, that company has signed a contract to use our services for the next two years. You have not only benefited our team, but you have shown another client why our company stands out.”

If you are in a non-profit or ministry, most of the work is done by those who volunteer their time. An affirmation may look like this: “Susie, I saw what you did for that single mom last week. She got to church just a few minutes before service began and realized she had no diapers in her diaper bag for her youngest. Instead of just saying, ‘oh no!’ You went the extra mile to ask a mom you know if she could spare a diaper. That single mom may not remember everything from the service, but she will remember how God showed his love through you. Your devotion to helping others has not only had an impact on that mom, but you solidified even more why she chooses to come to our church. Thank you for allowing Jesus to shine through you.”

One last recommendation on this subject; be genuine with your praise. If you are just checking off a box, people can tell.

3. Developed to do their job better.
Companies should be intentionally developing their team members to be the best version of themselves. As the employee get better, the company does.

This should not be the motive, team members should be developed for their benefit. More than a job, employees should be developed so they could reach higher heights.

Managers should have consistent meetings with their team members to help develop their strengths. Managers should also provide avenues for additional training; workshops, seminars, and conferences. When an employee knows that you are developing them for their benefit, they more likely to stay engaged.

Your team’s effectiveness will be largely impacted by whether or not these three things become part of your culture. Take a moment today and think about how you could improve in these three areas.

I would love to hear from you about how you accomplish any of these three areas in your organization.

If you are looking for more help in your business and personal life, I wanted you to be one of the firsts to know that I currently have four spots open for one-on-one coaching clients. My goal is to help you get clarity in your personal and business life, so you can reach your full potential, without neglecting your priorities. If you are interested in more information, go here.

In the midst of running an organization, we can all get caught up trying to keep all the plates spinning. While we are all responsible for our organization, not every area deserves equal attention.

When I was in restaurant management, I always prided myself on my personal productivity. I would go to work, and I would make sure everything was done that was necessary to keep the business going. I didn’t want anyone to ever say I wasn’t pulling my own weight.

There was an issue with this; my primary focus was on the wrong thing. Yes, things were getting done, and typically the business was doing better than when under previous management, but I was missing the thing that needed my attention the most – my team.

You have probably heard the old adage, “teamwork makes the dream work.” The problem is, many leaders fail to take care of their teams and wonder why things are not moving forward. They get their job done but wonder why the members of their team are not operating at their full capacity. We think, “they are getting paid so they are fine.” We fail to realize that people are not vending machines; money alone won’t make them operate to their full potential.

Leader, it is your job to take care of your team. Each member of your team needs someone in their corner that uniquely cares for and encourages them.

But exactly how do we do that? This can differ from place to place, but a few questions may help?
1. Who is my team?

If your organization is larger than a few handfuls of people, you will not be able to personally give attention to each person. In this case, you have to decide who will receive personal attention from you. These can include those who are heads of department, your direct reports, or those you desire to personally develop.

2. How will you care for your team?

You can also restate this, “how will you develop them?” There needs to be a change of perspective to nail this one. Instead of thinking of what is most important in our eyes, we need to discover what is significant in their eyes. Yes, they still need to do their jobs, but when our entire focus is what we can get from them, they will not be as likely to stick around. I heard someone once say, “train people well enough so they can leave, treat them well enough so they don’t want to.”

Caring for people can include coaching, education, training, public recognition, or private recognition. The goal of this is to make sure the person is uniquely cared for and encouraged. If you are looking for other simple ideas this article from Forbes outlines eleven ways.

3. How will I create space to care for my team?

You can’t just shove things in your calendar when they fit. You have to intentionally and consistently make space for the priorities in your business. Decide how many hours a week you will give to caring for and developing your team. If you are doing one-on-ones you may give a half hour weekly or bi-weekly for your direct reports. You may do a once a month lunch for your team. Whatever you decide to do, it should be part of your schedule.

Someone once said, “the potential of your organizations rests on the strength of its people.” Caring for and developing your people is one of the most important responsibilities you have. And it will have a great return on investment.

If you are just starting with one-on-one development start small. Pick a person or two, and tell them you want to do one-on-ones for the next 90 days. The goal is not how many people you can develop, but giving adequate time and attention to develop some with excellence.

I would love to hear how you are going to, or currently are, caring for your team.


Have you ever noticed that employees seem disgruntled with their bosses? Though this can be a common theme, this does not have to be the case.

According to Gallup, two-thirds of employees are not engaged at work. That means most of the workforce is checked out in their companies. They are just going through the motions and are not reaching their potential. Remember that the potential of your organizations rests in your team.

One of the first steps you can take is to engage with your direct reports individually. I am not talking about a quick call or chat once a quarter, but regularly scheduled one-on-ones. These regular meetings provide great value for your team and also silence some negative ideas your team may have about you. Here are three ideas that one-on-ones will silence.

1. My boss doesn’t have time for me.
It is true that as a leader you may not have time for everyone in the organization, but you should have time for your direct reports. Once you set up one-on-one with your team, you send a message to each of them that you have time for them.

This can make a world of difference when your team members know that they have a set time to meet with you. You have to decide ahead of time how frequent the meetings are, but be consistent with the schedule.

2. My boss doesn’t care.
Setting aside time to meet with a team member to talk about what is going on in their world shows you care about them. Every person needs someone who uniquely cares for and encourages them; you can be that person.

During your time with them, part of your conversation should be about their development. When you invest in what matters to your team, they will be more willing to invest in what matters to you.

3. My boss is out of touch with what I am experiencing at work.
One on ones is a great way to “nip in the bud” challenging situations at work. Instead of dealing with a blowup that has been building for months or longer, your team member can let you know how they are feeling during your one-on-ones. This is so important for your company’s culture.

When I talk with employees of companies, a consistent theme is that their boss doesn’t understand their perspectives. They feel that their boss is out of touch with how they are feeling. This separation could possibly be solved by consistent meetings.

While meeting with your team won’t solve every issue you are facing, it will silence quite a few ideas. When your team feels that you have time for them, care for them, and understand how they are feeling, you will get more engaged employees.

Take out your calendar, and decide what times you could block off to have consistent meetings with your team.

Why We Is Better Than Me

Most leaders want to see their business or cause reach more people, especially if they strongly believe in its purpose and vision. We get frustrated when we don’t see the expected results and are left wondering why. Much of the time, it’s not because of a lack of desire, skill, or passion. There is something else that may be holding you back in your desire to reach the next level for your organization.

I was in my late twenties when I became the lead pastor of a church. To be honest, the ministry had been through a challenging season before I started to lead. To make matters worse, I didn’t know what I was doing.

There came a point, while I was leading, that it was “Make it or Break it” time. I knew that change needed to happen. Our organization decided to take some time to evaluate every person and every program, to make the necessary changes in order to re-launch the church.

During the evaluation process, I believe I was the one who changed the most. I realized that I could not get us to where God wanted us alone, but that it would take a team.

Looking at the life of Moses, there was a time when he was trying to complete everything himself. His father-in-law, Jethro, noticed this fallacy as we see in Exodus:

When Moses’ father-in-law saw all that Moses was doing for the people, he asked, ‘What are you really accomplishing here? Why are you trying to do all this alone while everyone stands around you from morning till evening?’ Moses replied, ‘Because the people come to me to get a ruling from God.’ Exodus 18:14-15

Moses couldn’t see his mistakes because he was too busy. He was wearing himself and others out—therefore, he was unknowingly holding back progress. Moses was encouraged to find a team.

“Now listen to me, and let me give you a word of advice, and may God be with you. You should continue to be the people’s representative before God, bringing their disputes to Him. Teach them God’s decrees, and give them His instructions. Show them how to conduct their lives. But select from all the people some capable, honest men who fear God and hate bribes. Appoint them as leaders over groups of one thousand, one hundred, fifty, and ten. They should always be available to solve the people’s common disputes, but have them bring the major cases to you. Let the leaders decide the smaller matters themselves. They will help you carry the load, making the task easier for you.” Exodus 18:19-22

We have a hard time letting go because of these three things:

1. We don’t think others will do as good a job. Moses probably thought he was the only one who could make rulings since he was the one to whom God spoke. He was wrong, and so are we, when we believe we are the only one who can do a decent job.

2. We are insecure. Many don’t hand over responsibility because they are afraid of others getting some of the attention. You will never attract high-capacity people if it always has to be about you.

3. We haven’t successfully delegated. The key word here is “successfully.” We may have delegated tasks creating followers, but we have not done the right thing by delegating authority, which creates leaders.

You cannot attain a breakthrough because you need help from a team. One of the first things I did was to appoint key people who could lead areas of the ministry. Now, this is still a work in progress, but much headway has been made. God brought in great leaders, and subsequently, our mission is being achieved.

I encourage you to read Exodus 18:13-27 and go over the reasons listed below that can help bring your desired breakthrough.

1. You can handle more collectively than you can individually.

2. There are many areas where others are stronger than you.

3. More people will be taken care of (i.e. more can be accomplished).

You alone may not be able to bring the breakthrough you desire, but a team working together can go further than you could imagine. If you need help in the area of delegation check out my free ebook.

Question: What do you need to delegate and who do you need to empower to accomplish that?