The theory
Even though we may work with volunteers, young leaders and other staff members, at some point someone has to step up and lead. It’s easy to get overwhelmed with leadership. John Adair’s approach is to split the activity of leadership into three areas: task, team and individuals. It is easy to understand a leader as someone with outstanding skills, talents and charisma who draws a team together. Where Adair’s approach differs is that it focuses on what leaders actually do, rather than on their character. While we don’t want to disregard the importance of character, in this exploration we will be considering the activity of a leader.
Task
The task is a priority. It’s what the leader is aiming to achieve and it’s why the team has been formed. Just like playing football without a goal, a team without a clear understanding of what they are to achieve just becomes a kick around. Tasks can be concrete - ‘We need to raise £2000’ - or abstract - ‘We want young people to have more confidence’ - but either way they need to be defined and known by the team. Many see Jesus’ reading from Isaiah in the synagogue (Luke 4:18-19), as his manifesto of his ministry. The scripture that he reads points to a Messiah, a saviour that will rescue and proclaim good news. Are our goals as clearly stated?
Once we have the task defined, the next step is to sort out a process in which to achieve it. This will include instructions and roles within the team and the allocation of resources. Often we stop here and let everyone get on with it, but it’s important to ensure that things stay on track. Measurement of how far you’ve come is important; it will show what progress you’ve made and how far you’ve got to go. This can be easy with concrete tasks like raising money. Abstract tasks may need abstract measurements, so don’t neglect the power of telling stories. Keeping a record of the progress you’ve made through stories are a powerful testament and motivator for your team and those outside the team.
Team
As a leader it is important to set out what you require from the team, your standards and example will define how they work. The disciples were a rowdy bunch to keep on task, and it often seems like they just didn’t get it, arguing about who is the best and offering to call down God’s wrath on those who didn’t welcome Jesus. Patience and gentle reminders of the task at hand go a long way to keeping a team together.
Allowing time and space for morale building and team bonding can help encourage and motivate the team towards the goal. When you’ve got your team working well together, sometimes you may need to switch on the cruise control and let them go for it. Entrusting them to do the job without you is a key action of a leader, but always maintain open communication to allow questions to be asked when needed.
Individual
There isn’t an ‘I’ in team, but there are three in individual which is enough to make a team. While the group will take on life of its own enough to be considered a single entity, within this individuals should not lose their own identity. Their needs as people must continue to be met in order for them to feel part of the team and move them to sustain their motivation towards the task. Carving out time to meet with individuals one-to-one is essential. Smaller chunks of time can be used to encourage and praise.
Balance
In the world of youth work, we are often so busy trying to achieve the task that it seems impossible to get time together as a team, let alone having time to build and maintain relationships that enable individual development. So it is important to find balance in these three areas. The three areas, while represented in the diagram as equal sizes, may grow and shrink depending on outside pressures of time, resources etc. Therefore different areas will require attention at different times. As long as none of them are neglected, things should continue to flow.
Leadership may at times look like taking action on instinct and seizing an opportunity. This story illustrates how one brief relational encounter evolved into welcoming a new member into a team.
The experiment
Zeb initially began his journey with our project at an open-access youth club. As an older teen, he was seeking a place to go and something to get involved in. Being shy, quiet and lacking in confidence, after a couple of visits he decided youth group wasn’t for him. Zeb felt that he was too old for youth group, but we saw an opportunity and he was invited to become a young volunteer. To develop him as a young leader our initial task was to build up Zeb’s confidence and self-esteem. A project leader took time to meet Zeb and discuss his interests and skills. It was recognised that he is gifted in carpentry and craft, and he wanted to challenge stereotypical gender assumptions assigned to them. It was important to us that Zeb was part of the team planning meetings. The project leader would pick him up and drive him to meetings; this showed that he was a valued member. We took the time to encourage him to voice his ideas with the wider staff team. The team was really excited by his ideas and this helped him to gain confidence.
Two brothers attending the group warmed to Zeb. We gave him the responsibility to organise weekly craft activities that provided space for him to build relationships with them. Craft was not the normal interest of the brothers, as it was perceived as being for girls. However, they were drawn to Zeb’s unassuming manner and quiet character and his way of challenging stereotypical images. In the process of him building relationships with the brothers he was able to share his creative gifts and skills as he set out to work on extensive craft projects.
Zeb continued to meet with the lads weekly, assisting them with career and life choices, beginning with CV writing and college applications for apprenticeships. All the time Zeb was still being given informal supervision and training to help him support the brothers. After 15 years of eating only chicken and chips, Zeb introduced one of the brothers to new foods and taught them both how to cook healthy, balanced meals on a budget. He began to mirror the support he was given when he first started and became a role model. At their most vulnerable, the brothers faced homelessness, but Zeb was the one consistency in their lives. He supported them as they moved into a flat and taught them DIY skills.
The initial task that we intentionally set out to achieve was to aid Zeb to develop his self-confidence. Offering him the opportunity to become a young leader enabled him to become part of a team who encouraged an ethos of mutuality. We provided informal training, encouragement and one-to-one mentoring that resulted in Zeb’s increased confidence.
Zeb has not only developed into a leader himself but in travelling alongside the brothers, doing life with them, he reflects and demonstrates the commitment, role modelling, training and support that he himself receives from the project leader. The process involved in this journey has required time and consistency. For Zeb the one consistent person is the project leader, and for the brothers their consistent is Zeb.
Try it yourself:
Review the task
Feeling brave? Sit down with your team and ask everyone to write down in their own words what the major goal of the team is, getting them to think big picture. If they all say exactly the same thing then give yourself a pat on the back. If not, work with the team to explore the differences and why they exist. You may want to collaborate together on a new mission statement or lead the team to where you want them all to head.
Once you have the main goal in place, ask everyone to write down all the activities of the team. Are there things you do that don’t move you towards this goal? Is there anything that moves you away from it? Consider why you still do these things and whether or not they need to be dropped.
Team building
Enforced team building games don’t work for everyone. There’s almost too much on the web about team building. Take the time to consider the dynamic of your team and what would enable them to work together more successfully. A newly-formed team may need more time to get to know each other over a meal. With an established team it might be better for an outsider’s perspective to help them question their ways of working.
Individual
Regular supervision of individuals is important. From paid staff to volunteers, the time spent one-on-one is of great value. Make sure you pile on the praise and encouragement but also consider how they might want to develop their skills and practice. A simple way of doing this is by asking these questions: what would you like to learn? What would you like to improve? What would you like to achieve?
Resources
John Adair’s original book on his approach to leadership is Action centred leadership. For a look at leadership in youth and other ministries, have a look at Skills for collaborative ministry by Paul Nash, Sally Nash and Jo Pimlott.
