Hans Finzel has written a book called, The Top Ten Mistakes Leaders Make (Colorado Springs: David C. Cook Publishing, 2007).  It is applicable to all levels of parish leadership, whether it be the pastor, staff, council, commissions, committees or ministry groups.  The book is organized around what not to do as a leader and suggestions to do the opposite.
The Top-Down Attitude:  This approach comes naturally to most people.  It is human nature’s default position.  In contrast to this, “Effective leaders,” Finzel maintains, “see themselves at the bottom of an inverted pyramid.” (p. 25)   There is nothing a leader is not willing to do for the good of all.   

Putting Paperwork Before Peoplework:  There is a tension between getting tasks accomplished and making room for people.  Are those we encounter seen as opportunities or interruptions?  Finzel suggests that “without a healthy emphasis on people, we’re actually accomplishing little.”  (p. 49)

The Absence of Affirmation:  “Learn to read the varying levels of affirmation your people need.”  (p. 61)  Everyone requires different amounts and different kinds of affirmation, but giving positive strokes on a regular basis is the mark of a good leader.  People thrive on this.

No Room For Mavericks:  Finzel says, “Mavericks can save us from the slide toward institutional-ism. . . .  Mavericks make messes by their very nature – the good messes institutions need.”  (p. 73)   The true mavericks, not just the troublemakers, bring the group into the future.  Give them room to be creative.
Dictatorship in Decision Making:  “Flat organizations are the model for the future,” Finzel writes.  (p. 89)  This is where the major players have a say in the group’s direction.  The greatest ideas often come from the bottom.  Respect people’s contributions and allow them to participate in the decision making.

Dirty Delegation:  “Overmanaging is one of the great cardinal sins of poor leadership. . .  Delegation should match each worker’s follow-through ability.” (p. 111)  Good delegation fosters ownership, motivation and creativity.  Spell out the end point and then let them do it their way. 

Communication Chaos:  “When left in the dark, people tend to dream up wild rumors. . .  Communication must be the passionate obsession of effective leadership.”  (p. 129)  This is especially true when there are significant changes being made.  Effective leaders are also avid listeners.  It goes both ways.

Missing the Clues of Corporate Culture:  The culture defines “how we do things around here,” including both values and beliefs.  A good leader uncovers these and holds the group accountable to them.

Success Without Succession:  Effective leaders make plans for their departure.  It means having the humility to let go and mentor others to fill the vacuum.  This brings out the best in everyone.

Failure To Focus on the Future:  “Vision is an effective leader’s chief preoccupation. . .  Organizations are reinvented with new generations of dreamers.”  (p. 201)

Tom Sweetser, SJ & Peg Bishop, OSF
www.pepparish.org
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Parish Newsletter - January, 2010
A Service of the Parish Evaluation Project
Milwaukee, Wisconsin