Oscar Muriu Session

Post by Tommy Bowman

1. The size of your harvest depends on how many leaders you have.

Then he said to his disciples, “The harvest is plentiful but the workers are few. 38 Ask the Lord of the harvest, therefore, to send out workers into his harvest field.” Matthew 9:37-38

  • The harvest is plentiful
  • The more harvesters we commission the greater the harvest.
  • Jesus’ strategy was to first find His leaders.
  • He didn’t throw himself into the work, He developed leaders
  • If you don’t have leaders around you, your influence will only stretch to your own personal capacity.
  • Your legacy is not how hard you worked, it’s how many leaders you raised up.

2. Don’t live just for your generation.

Even when I am old and gray,
do not forsake me, my God,
till I declare your power to the next generation,
your mighty acts to all who are to come. Psalm 71:18

  • You have to instill your vision into the next generation.
  • Pour your best energy into the next generation.
  • We must surround ourselves with the next generation of leaders.
  • We must build a leadership engine that lives on after us.

3. Identify the budding leaders around you and take them to the Lord in prayer.

The Lord said to Moses: “Bring me seventy of Israel’s elders who are known to you as leaders and officials among the people. Have them come to the tent of meeting, that they may stand there with you. Numbers 11:16

  • Pray that God would put the DNA of our spirit on the leaders around us.
  • some of your best leaders are right under your nose.
  • We must believe in raising up sons and daughters in our God-given vision.

4. Instill the five loves into your budding leaders.

Love the Lord your God with all your heart and with all your soul and with all your mind and with all your strength.’The second is this: ‘Love your neighbor as yourself.’ There is no commandment greater than these.”

“Well said, teacher,” the man replied. “You are right in saying that God is one and there is no other but him. To love him with all your heart, with all your understanding and with all your strength, and to love your neighbor as yourself is more important than all burnt offerings and sacrifices.” Mark 12:30-33

  • Loving the Lord with all your heart is a matter of character.
  • Loving the Lord with all your soul is a matter of conviction.
  • Loving the Lord with all your mind is a matter of comprehension
  • Loving the Lord with all your strength is a matter of competence
  • Loving your neighbor is a matter of compassion.

5. Never do ministry alone. Always have leaders around you.

When they saw the courage of Peter and John and realized that they were unschooled, ordinary men, they were astonished and they took note that these men had been with Jesus. Acts 4:13

  • To be alone is to waste an opportunity to mentor a young leader.
  • Immerse young leaders in your leadership opportunities.

About Tommy Bowman: Tommy is the Directional Leader at Mission Church in the suburbs of Chicago. Tommy’s passion is to take proven leadership values and principles from the business world and implement them into the world of church and church teams.

Brené Brown Session

Post by Tommy Bowman

“The 2 irreducible needs of men, women and children are love and belonging…
In the absence of these, there is always suffering.”

“It is very difficult to love people more than we love ourselves,” Brené shared. “We cultivate love when we allow ourselves to be deeply seen and known. Love is not something we give and get, it’s something that we cultivate between two people – ONLY when self love is present in both.

I am a people pleaser to my core. In fact, above and behind my head, posted on my wall at work is a sign that reads: “Remind me to stop being a people pleaser”. Brené nailed it on the head. The root of my need to please people is my own self judgement. I have learned that the more that I allow love to be cultivated within me, especially love towards myself, this enables me to lead with honesty, even motivates me to. When I am caught up in shaming myself, I am forced to shame those around me. I do this by becoming a people pleaser.

Below is Brené’s breakdown of how we let love into our leadersip.


 1. Love is Grown Through Connection

  • Connection is why we are here. It gives purpose to our lives.
  • It is very difficult to love people more than we love ourselves.

2. We Cannot Give What We Don’t Have.

  • We can’t give help when we cannot ask for it
  • we attach judgement to help. therefore we self-judge when we need to ask for help and we judge when we offer help.

3. Professing vs Practicing

  • Love is a practice.
  • We profess “love you. love you. love you.” and practice something totally different.
  • The space between how we behave and what we want to be – that gap is where we lose people.

4. What Kills Love Also Kills Organizations

  • Shame is like termites. You must shine a light in the dark places to find it.
  • Shame can only rise to a certain level before people disengage to self-protect.

About Tommy Bowman: Tommy is the Directional Leader at Mission Church in the suburbs of Chicago. Tommy’s passion is to take proven leadership values and principles from the business world and implement them into the world of church and church teams.

Joseph Grenny Session

Post by Tommy Bowman

Joseph Grenny, author of the book Influencer: The Power To Change Anything  reminded us right from the top that leadership is intentional influence. He also reminded leaders of one of our biggest mistakes: when we see people’s behaviors and attribute it to a lack of commitment or resolve. The reality is, we as leaders are not harnessing the six sources of influence in their lives.

1. Personal Motivation – The influence of the pain or pleasure of the behavior itself.

  • People can change the way they feel about any choice.

2. Personal Ability – The influence of skill.

  • Involve people in deliberate practice of a certain skill.

3. Social Motivations – The influence of peer pressure.

  • Replace accomplices with friends and coaches.

4. Social Ability – The influence of strength in numbers.

  • Enlist the power of those who motivate.

5. Structural Motivation – The influence of strength and rewards.

  • Link rewards to personal behaviors.

6. Structural Ability – The influence of environment.

  • Use the power of space, data, cues, tools and other environmental processes

These influences will either work for you or against. You can’t use one and ignore the other five. Joseph showed data that shows that when you use all six the results are 10 times better. You want to change the world, you need to change behavior.

The bonus tip that he gave us was that leaders and organizations who start with Influence #2 and then go to #1 have the best result.

In your leadership, what is the one influence you already utilize? What is the one influence you need to be the most intentional about harnessing?

About Tommy Bowman: Tommy is the Directional Leader at Mission Church in the suburbs of Chicago. Tommy’s passion is to take proven leadership values and principles from the business world and implement them into the world of church and church teams.

Liz Wiseman and the Multiplier Effect

Post by Laura Turner

“When you lead like a multiplier, people around you get smarter because they are working with you.”

Multipliers, as Liz Wiseman’s book is called, use their intelligence to amplify and grow the intelligence of others. Wiseman is the president of The Wiseman Group, a leadership research and development firm that has identified the importance of the amplifying effect of leaders on their teams.

Wangari Maathai began working with a small group of women in her  village in Kenya. She saw the devastating effects of deforestation in her area and, starting with seven seedlings, founded the Green Belt Movement that has planted over 51 million trees in Kenya since 1970.

Someone said of KR Sridhar that he created a cultural environment with lots of pressure but no stress. To illustrate this distinction, Wiseman took an apple and placed it on the shiny head of a man in the audience, another man posing as an imaginary William Tell.

“Which one is feeling stress?” Wiseman asked.

Tell’s son. The apple-holder. He had no control. Tell was the one under pressure; the result of this experiment depended on his input. But he had some control–he could have an influence on the outcome. His son could not.

Pressure, Wiseman reminds us, is good. Pressure helps us get the job done. Stress renders us powerless.

Wiseman talks about people in the workplace as either diminishers or multipliers. The difference here is simply that multipliers believe that other people are smart and diminishers believe that nothing can be done without them. People who fall into the “diminisher” category micromanage, are controlling, did not listen or delegate, and were selfish. The “multipliers” had vision, communicated clearly, trusted and empowered their employees. And in the surveys done by Wiseman with folks from the Willow Creek Association, we saw that, when working with a diminisher, their employees got an average of 43% of a person’s capability. Multipliers? 91%.

The diminishers spend a lot of time running around trying to get buy-in for decisions they’ve already made. The multipliers ask people to weigh in, ask for counsel–and this builds in the process of buy-in very naturally.

What do you do when you believe people are smart and will figure things out? Multipliers invite people into the difficult and the challenging; they debate and work hard to figure things out, but they create owners, not hirelings. Working for diminishers, people said they were exhausted and frustrated. Working for multipliers, people said they were exhausted and exhilarated.

A lot of us fall into the realm of being “accidental diminishers.” We have a diminishing effect without knowing it, and even despite having good intentions. “Is it possible,” she asked, “that we do our greatest damage when we hold our most noble intentions?”

There are, Wiseman pointed out, several kinds of diminshers who tend to look pretty great to outsiders–The Optimist, the Idea Guy, the Always-On Leader, the Pace Setter, and so on. These people may not be aware at all of their diminishing effect, but they are not concerned with defining reality, they are concerned with saying the right things and achieving their goals and spreading their own, small, personal gospel.

So on a small scale, Wiseman took this lesson home. She was describing her kid’s bedtime routine to a colleague, and found herself frustrated by how much she was telling her kids what to do. “Well,” said her colleague, “what if you went home tonight and only spoke to them in the form of questions?” So, she did.

“Who’s ready for dinner tonight?” She asked.

“What do we do after dinner?”

“Put away our food!” the kids yelled.

“Who needs help putting on pajamas?”

The two year-old did. The other kids helped themselves.

“What do we do after we read our books?”

“We pray!”

And on and on until they were in bed and she had left them there without one directive. After three nights of this, Wiseman began to wonder if this wouldn’t be a helpful technique with her management team. Where she had been diminishing, she could now multiply.

About Laura Turner: Laura Turner is a writer and editor living in San Francisco. In addition to being a regular contributor to Christianity Today’s “Her.meneutics” blog, she has also written for publications such as Books & Culture and The Bold Italic. She is interested in the intersection of church and culture.

Focus on “Followership”: The Secret To Great Leadership

Post by Denise Barreto

Retired General Colin Powell shook up the WCA Global Leadership Summit today by challenging leaders to focus on a little talked about aspect of leadership – the importance of “followership.”"You are nowhere without followers who want to follow you,” were his exact words. General Powell went on to make three quick points to drive home the importance of great leaders focusing on followership as the secret sauce to solid leadership.

I’m Not Getting The Work Done

Any good leader recognizes that they need their people to get their vision converted to action. But a great leader understands that the work itself is done by his/her followers. Great leaders make no illusions and they recognize and empower their people to the work thy are charged with doing.

Everyone Has A Purpose

Great leaders understand that every person in the organization they lead, no matter the role, is important. Just as an organization has its purpose, so does each individual contributor. It is a great leader who can draw the purpose of each person on their team and ensure they know it.

It’s Always About The Followers

Our leadership depends on our followers. No ifs ands or buts – without followers, you are not a leader. So, everything you do as a leader should be about your followers. You must figure out how to build an environment where your followers flourish. You must figure out how to empower every person you lead to get you closer to your organization’s goals and objectives.

As we seek to grow as leaders, we’d all bode well to follow in the footsteps of retired General Colin Powell and take time, often, to focus on our followers. Build up our followers as a means of strengthening your leadership.

About Denise Barreto: Accidental entrepreneur, author and TEDx speaker Denise W. Barreto brings a fresh marketplace perspective to the WCA GLS team this year. A seasoned corporate strategist with over 20 years of marketing experience across multiple industries, Denise is the founder and managing partner of Relationships Matter Now, LLC, a boutique strategic business and marketing consultant firm.

Patrick Lencioni and Drive-Thru Laughter

Post by Laura Turner

Patrick Lencioni came to stage, disarmingly charming as usual. He talks in rapid-fire sentences about his minute attention span and his Evangelical Catholicism (fascinating!) and entertained questions from the audience. Much of this talk comes from his fantastic book, The Three Signs of a Miserable Job.

After college, Lencioni was recruited by a huge management consulting firm. It was, he admits now, miserable. He was ignored, out of the loop, and unable to assess where he stood.

People don’t leave jobs, on average, because they are tired or stressed. People leave their jobs because they’re miserable. Without further ado, the three signs of a miserable job:

1. Anonymity. On a client visit, Lencioni’s boss effectively quenched his enthusiasm for the job by telling him not to say anything to the client. “You carry my briefcase. You’re my monkey,” his boss told him. He talked about a friend of his who, on returning from maternity leave, was not asked a single question by her boss about her pregnancy or her child. When we lose our sense of efficacy and belonging, we lose the enthusiasm that carried us to this place in the beginning.

“Good people don’t leave jobs where they’re known.”

A colleague of Lencioni’s at the management consulting firm, at his exit interview, was asked, “What could we have done to keep you?”

“Anything,” his colleague replied.

Knowing the people around you is free and powerful and the most damaging thing not to do.

2. Irrelevance. “If you don’t think your job makes someone’s life better in some way, you cannot love your work.” If God gave us a desire to love others and if we spend most of our days working and if our work does not involve loving people, you will feel consistently disconnected from yourself and from God. To be relevant is to have a reason for doing what you do, and the job of a leader is to help employees find that reason.

3. Immeasurement. (This, as you probably know, is not an actual word.) We need to know how to measure our success, and it makes us happier to see it. An athlete needs to know their time or distance or speed; a waiter needs to know his hard work has been recognized in the form of a tip. The feedback may need to be daily, and it may not. It may be a metric, and it may not. 

Quantitative assessment can be helpful. It’s necessary to many industries and many jobs, to be sure, but so is qualitative measurement. We can end up measuring the wrong things. Lencioni talks about a guy who worked at a drive-through restaurant. His manager asked him what he could notice to measure his success.

“The number of people who drive through?”

“Well, do you have any control over that?”

“Oh, no. I guess not. Maybe how fast it takes the food to get here?”

“Well, that’s the kitchen.”

“Right. Um, okay. How about making people laugh?”

So that was his metric. The teenage guy at the drive through made people laugh, measured his days in laughter, succeeded in laughter. And he was glad for this.

We can’t be Christ-like servant leaders if we don’t help people connect the reason they work with how they work. Management, Lencioni reminds us, is also a ministry.

About Laura Turner: Laura Turner is a writer and editor living in San Francisco. In addition to being a regular contributor to Christianity Today’s “Her.meneutics” blog, she has also written for publications such as Books & Culture and The Bold Italic. She is interested in the intersection of church and culture.

Notes from Session 1 with Bill Hybels

Post by Tommy Bowman

1. Courageous leadership demands a nonstop flow of fortitude until your dying day. 

  • As leaders our primary responsibility is to move people from here to there.
  • We must lead people to become discontent with where we are.

2. Courageous leadership requires you to admit your current reality.

  • Don’t be afraid to admit the current reality to your team…they already know.
  • Movement starts when you ruthlessly admit your current reality.

3. Courageous leadership requires you build a fantastic culture.

  • As Lencioni preaches, organizational health is your greatest advantage.
  • Willow Creek has been using Better Christian Workplaces to improve Willow’s culture and health.
  • “People join organizations. People leave managers.”
  • People are either Culture Builders or Culture Busters.

4. Courageous leadership requires the establishment of values.

  • Invaluable values creep into your organization.
  • We must have the courage to eliminate them and build new values.

My One Takeaway:

The word fortitude is staying with me. Fortitude is courage in pain or adversity. Hybels reminded the christian leader that “visions are holy commodities” and we have to stand before God one day. Every vision will test the medal of a leader.

My One Application:

This is timely for me. In fact, Bill announced a few weeks back that he was opening the Summit with this topic and I’ve been anxiously awaiting today. This week I have begun to speak out loud a vision that God gave me 9 months ago. I have also admitted to people close to me about how scared I have been about this vision. As Bill urged, I will not abort this vision secretly.

My One Question:

What is the vision that God has given you that is requiring courage to even speak out loud? Perhaps you can speak it out loud for the first time here at the Global Leadership Summit. Find someone and tell them! Leave a comment with your vision. Begin to prayer Joshua 1:9 into your vision!

About Tommy Bowman: Tommy is the Directional Leader at Mission Church in the suburbs of Chicago. Tommy’s passion is to take proven leadership values and principles from the business world and implement them into the world of church and church teams.

4 Ways to Engage with the Summit

The Global Leadership Summit launches tomorrow morning reaching over 75,000 people around the U.S.  As you and your teams are preparing your hearts and minds for the Summit, our team has been prepping for your arrival in hopes to enhance your experience.

  1. Download the App and interact with attendees. Learn more about it here.
  2. Have a question for one of the Summit speakers? Use #wcaglsQ to send in your questions via social media and we will ask the speakers to respond during our backstage interviews.
  3. Participate in the polls. On the App be sure to fill out the polls in the Experience section. Each poll will be incorporated into the speakers session.
  4. Taking photos during the Summit? There are 235+ Host Sites around the U.S. experiencing the Summit. Use #wcagls so others can find and view them as well!

We’re honored that you’ve chosen to spend these 2 days with us, and we are excited about the limitless possibilities of what God will do over these next few days.

The Summit App is Available!

Launched this week, The Global Leadership Summit App is now available on iOS and Android.

We are very excited about the features and abilities provided through the app.

  • Take and share notes
  • View the schedule
  • Register for 2014
  • Purchase Exclusive Summit Resources
  • Connect and Message attendees at your site
You can download the apps here:


Or, here are a few things to know if searching for an iOS device:
  • Be sure to search in iTunes under iPhone Apps.
  • If you are updating last years iOS app, the new content will be reflected after the update
  • The app was not created for iPad format, but is downloadable on iPad if downloaded as an iPhone App.
  • When searching for the iPhone App, search “The Global Leadership Summit” for it to be the first app option.

A BIG thank-you to Charles Lee and Pathos Ethos for creating The Global Leadership Summit App. 

The Multiplier Effect

Post from The Wiseman Group

By extracting people’s full capability,

Multipliers get twice the performance from their team. 

We’ve all had experience with two dramatically different types of leaders. The first type drains intelligence, energy, and capability from the people around them and always needs to be the smartest person in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, light bulbs go off over people’s heads; ideas flow and problems get solved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers. And the world needs more of them, especially now when leaders are expected to do more with less.

If you are going to be at the Summit 2013, Liz Wiseman will dig into the idea of “The Multiplier Effect.” Take a few minutes to:

Read about the Multipliers Model

Take the Multipliers Quiz

And find out…Are you a multiplier or a diminisher? 

Liz Wiseman is President of The Wiseman Group, Wall Street Journal Bestselling Author, Leadership and Strategy Consultant, and 2013 Summit Faculty Member. See her at The Global Leadership Summit, August 8-9.