Helping outsiders come inside and stay. Summer 1998 Trendex Current Trends & Columns

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If you want to invest in someone's life, to equip others to lead and serve well, ask yourself these questions:

1. 1. Do I really want this? Am I willing to involve others in the decision making, and put up with the short-term hassle and extra work for the sake of the long-term benefit of shared leadership?
   
2. 2. How can I build a relationship? I must get to know potential leaders; leadership is not based on authority as much as on personal connection between people.
   
3. 3. Do I clearly understand the goal? What specific leadership positions are available? What do I realistically want this person to be and do?
   
4. 4. In what ways can I assess this potential leader? Find out people's interests, gifts, availability. What makes them tick and gets them excited in ministry? Does the person really want to serve as a leader? Is this the right time in his or her life for this position?
   
5. 5. What are the best means for mentoring? Is lunch or breakfast the best time to meet—or after work? What kind of reporting or accountability is effective individually, and on what level of intensity? Ask people what they need from you, and tell them what you need in return.
   
6. 6. Am I courageous enough to be honest and clear? Ask tactful questions to help the emerging leader discover his or her effectiveness—and to realize corrections that need to happen.
   
7. 7. What stage of delegation is needed? Delegation is not intended to rid ourselves of work; it is intended to develop people. Now that you've given some leadership away, is this the time to:
   
   1. come near to support
      
   2. step aside so the new leader can develop confidence?
      
8. 8. Am I taking care of myself? As a mentor, I want to model balance. I try to help the new leader understand the need for rest.
   

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