GLS 2014 Session 4 | Patrick Lencioni: “The Most Dangerous Mistakes Leaders Make”

by Tommy Bowman



“Superficial things don’t matter. It’s the core things about our leadership that matter.”

What are the core things that we do as leaders that hurt our ability to lead?

1. Becoming a leader for the wrong reason

  • Leaders can be motivated by influence, power and wealth.
  • Leaders don’t want to change the world as much as they want to be known as a leader.
  • Leaders want to sacrifice themselves for the well being of others even when return on investment is not guaranteed.
  • If leaders are leading for themselves they will leave a trail of tears.
  • Leaders should be interested in leadership because it’s good for those around them and not themselves.

2. Failing to embrace vulnerability

  • When a leader fails to be vulnerable they destroy trust with the people they lead.
  • Leaders cannot be too vulnerable as a leader.
  • Leaders don’t need to be perfect, they need to be human.
  • If leaders are not interested in developing themselves, they’re not a leader.
  • Leaders want people to help them.
  • When leaders are genuinely vulnerable people will walk through fire for them.

3. Making leadership too important

  • There comes a point when a leader makes leadership too important.
  • Most of the time we talk about leadership we’re talking about work.
  • A leaders identity can get wrapped up in being a leader.
  • A leaders primary vocation is to serve their spouse and kids. 

4. Its all about pride

  • Humility is the anecdote to pride.
  • In introducing humility, Jesus introduced us to leadership.

GLS 2014 Session 3 | Susan Cain and the Power of Quiet

by Laura Ortberg Turner


“I did my best impression of a bold, gregarious extrovert.”

Susan Cain’s bestselling book Quiet is one of the best things I’ve read in the last year. I’m not an introvert, but I’m married to a man who (thinks he) is. One-third to one-half of the population, Cain says, is introverted–which may sound surprising, but a lot of these people are cultured to act in extroverted ways.

It’s not that introverts don’t want to work for the good of the group, but that introverts would rather work on their own discrete piece of the puzzle and then put the puzzle together at the end.

Introverts and extroverts have different neurobiologies. Introverts feel their most alive and switched on in quiet environments, and extroverts feel bored in those places. These differences can be mapped really early on in life, which psychologists have tested: Baby introverts did better on tests when background music was soft; extroverts did better when the music was turned up. The lesson? There is no such thing as a one-size-fits-all environment.

When psychologists look at who have been the most creative people across a variety of fields, they’re usually people who are a mix of introvert and extrovert. They have to have the ability to share ideas and the capacity for solitude. It is helpful to understand why solitude is such an important resource for our organizations…”We are such social creatures,” Cain says “that we end up being inadvertent conformists.” She then showed a video of the 1960s Asch experiment to prove her point:

So, what to do? How do we reclaim solitude in our organizations?

– STOP THE MADNESS of group work. Stop meetings periodically to let people think, write, and process their ideas. Go around the room and hear from everyone, not just the most assertive people in the room.

– FORGET NETWORKING. Focus on service. Look at how you can serve people where it is needed rather than exchange cards and email addresses.

– RESTORE QUIET IN OUR CULTURE. Cain talked to many introverted church members in the research for Quiet. Many of them said they started out in church thinking they were very connected to God, but saw the way the extroverted culture emphasized being social or expressive in ways they weren’t. Elijah found God not in the loud things, but in the small, still voice. We need to make space to listen to that voice.

We can easily think that to be a natural leader means to be an extrovert. But as Jim Collins found it in studying a handful of Fortune 500 companies, there are many great leaders who are also described by their employees as “shy, softspoken, low-key, and quiet.” Many introverts don’t seek leadership for its own sake, but if they are truly passionate about something, that passion goes deep. These people often inspire trust and community, and are put in positions of leadership.

SO…what to do with this knowledge?

— Groom an unlikely leader, following their own natural light and talents.

— Find your complement. “I don’t care if you’re an introvert or an extrovert, a polka dot or a stripe…you don’t do everything perfectly.”

— Find a role model.

Cain’s grandfather was a very shy and modest person, but was a pastor–for 64 years he preached at the same church in Brooklyn, and even toward the end he had trouble making eye contact with people in his congregation. But when he died, the police had to close off the street in front of the apartment where he lived because so many people were congregated outside. That’s a way that an introvert has a faithful presence in a community of people. “I’m here because I really believe that we can transform our churches and families and companies in a way that invites in that still, small voice.”

GLS 2014 Session 2 | Jeffrey Immelt: “Positioning Your Organization for the Future”

by Chuck Scoggins


Don’t delegate the most important thing you’re working on.

“At any point in my career, there has never been a job that is beneath me.” There is no job beneath a leader.

Anyone that says they have a plan to join a huge company and become CEO is a little crazy.  For me it was always about the work.

You peers determine how much you fail or succeed as a leader.
Love work. Be a good friend. Have a little bit of luck…and you’ll be successful. Give more than you take.
It’s hard to tell much about a leader when times are good. It’s pretty easy to see what a leader is made of when times get tough.

Leadership is about setting high standards.

We live in a time where people (we) aren’t going to have the luxury of going backwards (to the 80’s, 90’s, etc…to a time when the world was “easier”). But, that’s okay, because leaders move forward.

People want to know what am I working on? Where are we headed?

There are opportunities out there, but you have to go seize them.

GE spends about a billion dollars a year on leadership training.

There are fundamentals of leadership that don’t change:
Integrity, excellence, commitment to performance.
However, there is a shelf life to most leadership. We have to continually teach it and infuse new leadership into people.
You have to constantly be tuning up your leadership.

Let’s leave fear out of the workplace. Let’s work because I love what I do.

Don’t expect people to have perfect careers. Expect people to learn and get better. Let go of those who have a hard time connecting with the team.
As a leader you’re in the business of giving people confidence.

If you believe in talent and meritocracy, you must believe in diversity. White guys don’t come up with all of the good ideas.

You can empower people with information (especially with the advances in technology). The larger the organization is, the more difficult this can be.

The more we can drive confidence in our society, the better off we’re all going to be.

I don’t come to work to go to a meeting. I come to work to satisfy the customers.

Put decision-makers in the field where they belong.

Start small and start today. Starting is the most important thing!

Things leaders can learn (especially about simplicity) from silicon valley:

1. Less management. Empower the decision makers.  Smaller headquarters.  Less meetings and processes.

2. The Market Rule: We are here to satisfy customers

3. Put things on the clock: start today, just do stuff and try it out

4. Use information and technology to make the company more transparent and connected.

Big companies can easily get lost in their history and live in that.  You have to be willing to blow it up every 5 or 10 years.

Leadership is an intense journey into your self. It’s about how much you’re willing to learn about yourself. How much you’re willing to be exposed. About how much peace you have inside you.

GLS 14 Session 3 | Byran Loritts


Notes from

Bryan Loritts: Founder and Lead Pastor, Fellowship Memphis

SESSION 3: Instigating Change Through Personal Sacrifice

      • Session Notes

-Matthew 25:31-46 William Wilburforce… ran for Parliament at 21 years old… came to faith in Christ at 25

-Mentor, John Newton, had been in the slave trade, eventually wrote Amazing Grace.

-WW was about to quit Parliament when Newton advised him to make a difference where he was.

-William Wilburforce gave a 6 hour speech on the need to abolish the slave trade.

-Bryan’s great, great grandfather was a slave in NC, emancipated because of the influence of William Wilburforce.

-The blessings of God were not meant to be hoarded but shared.

-Naked we came into this world, naked we shall return. Our vision as leaders has to be more than things that will perish.

-God opened up the Red Sea first, freeing the people, and then provided the 10 Commandments.

-God loves us as is… but never leaves us as is. – Tim Keller

-2,000+ verses in the Bible about caring for orphans, widows, and the poor.

-God’s welfare system is different from ours… calls landowners to not harvest all the way to the edges of their field… leave the margins for the poor… they can work the edges and gather food.

-How much is enough?  House, profit, purses, golf clubs…

-Joy is not buying another $200 pair of jeans, but it’s helping to pay someone’s medical bills.

-I have diamond status with Delta. My wife doesn’t. When we fly together, I sit next to her in someone else’s seat. When they complain, I give them my seat in 1st class. I haven’t lost my status, but did not use it for my own gain.

-Jesus did not use his “diamond status” for himself but humbled himself so we could get the upgrade to heaven.