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For instance, I think I have sometimes failed to encourage a little productive conflict in the interest of getting all the best ideas on the table. I have also, at times, retreated to take comfort in personal success, such as prestige of appointment or salary (or retreated to wallow in frustration over a lack of these success markers).''
Requesting to leave my last appointment, which carried some prestige with it, I recognized that for the good of that ministry I needed to step away. It was also for my personal and family good. As it happened, I received another "good" appointment, which has been great for me and family in so many ways. Here, I must mentally and emotionally tie my success to progress as a congregation.
I have been willing to move forward without having a "perfect" plan (since such things don't exist, outside of God's plan for us.) I have struggled in holding people accountable, but I think this has had as much to do with not having a process as not being willing to.
At the end of the day, being a lead pastor (CEO in the book) is really quite simple - not in the sense of being easy, but in the sense of not being complicated. The solution is not to focus on succeeding in avoiding the 5 temptations, but in keeping the temptations on the table, admitting to the struggles and having the benefit of the team.
