Andy Stanley is a pastor, communicator, author, and founder of North Point Ministries, Inc. (NPM). Since its inception in 1995, North Point Ministries has grown to from one campus to three in the Atlanta area and has helped plant over twenty strategic partner churches throughout the U.S. Each Sunday, more than 20,000 adults attend worship services at one of NPM’s campuses: North Point Community Church, Browns Bridge Community Church, and Buckhead Church. Andy’s books include the newly released The Grace of God, as well as Communicating for a Change: Seven Keys to Irresistible Communication, Making Vision Stick, Next Generation Leader: 5 Essentials for Those Who Will Shape the Future, The Principle of the Path: How to Get from Where You Are to Where You Want to Be, and How Good Is Good Enough? Andy lives in Alpharetta, Georgia, with his wife, Sandra and their three children.
- The local church should be the best run organization in your city.
- The people in the marketplace should be asking how we get such great people to do such extraordinary things with such extraordinary passion.
- The organizational side of our church should be extraordinary.
- All truth is God’s truth.
- It takes us time to find chapter and verse, but it’s all God’s truth.
- We all have opposable thumbs… it enables us to do things that no other thing in creation can do.
- With our thumb and four fingers we can exert pressure to lift things.
- What allows us to make progress is that we are able to exert the right amount of pressure for the right amount of time.
- Pressure and tension happen every single day in our organizations.
- Tension is a necessity for any organization that wants to make progress.
- Unresolved tension is a part of any organization that is making progress.
- Great leaders don’t solve all of the problems and don’t resolve all of the tensions… they learn to use the necessary tension of organizations life for the sake of progress.
- If you try to solve all of the problems and all of the tension, you lose the ability to make progress.
Every organization has problems that shouldn’t be solved and tensions that shouldn’t be resolved.
- There are many tensions and problems inside of our organizations.
- The tension between excellence and careful stewardship.
- The tension between research/development and sales.
- Tension between management and leadership.
- Tension between local and global outreach.
- Leading people versus developing people.
- We have a temptation to try to come up with a system or solution for our tensions.
If you resolve any of those tensions you will create new tension.
- You create a harsher climate for getting things done.
- If you try to solve tensions you end up wasting a lot of time and energy and impede progress.
- If you cut off your thumb you feel the effects immediately.
If you resolve any of those tensions you put a barrier on progress.
Progress depends on the successful management of tensions.
To distinguish between problems to solve and tensions that need to be managed, ask these questions:
1 – Does this problem or tension keep resurfacing?
- Do people keep asking the same questions?
- Do the same issues keep coming up?
2 – Are there mature advocates on both sides?
3 – Are the two sides of the tension really interdependent?
- Are they leveraging each other to be a tension in the first place?
The role of leadership is to leverage tension for the benefit of the organization.
- Tension results in progress when leveraged properly.
- Identify the key tensions to be managed in your organization.
- Create terminology.
- Inform your core.
- Continually give value to both sides.
- Our words, as leaders, weigh 1,000 pounds.
- We must get into the habit of methodically speak value to both sides.
- Don’t weigh in too heavily based on your personal biases.
- Our goal should be to make sure the important progress-critical tensions never drop out of sight.
- We can accidentally win the argument, trump opinions and cut off our thumbs.
- Understand the upside of the opposite side; understand the downside of your side.
- We have to make sure tension remains and learn to manage the tension.
- Don’t allow strong personalities to win the day.
- It’s not a win when somebody wins.
- You need passionate people who will champion their side but you need mature people who understand this reality.
- Don’t think in terms of balance; think rhythm.
- Leadership is more art than science.
- Don’t be a fair leader, just do the right thing.
- As a leader one of the most valuable things you can do for your organization is to differentiate between tensions that need to be managed and problems that need to be solved.
- Learn to leverage your tensions… they can be key to the growth and progress of your organization.