This test is very essential because it tests the heart of a leader toward those he mentors and trains. This chapter examines whether his heart is selfish (cares more about himself) or selfless (cares about developing and empowering others).

2. Describe the commonalities all teams must have. Do you have these functioning on your team? If not, how can they begin to be built?

The four commonalities for a team to function well together are VISION, VALUES, PROCEDURE, and HEALTHY RELATIONSHIPS. I'll use my church Impact as an example: The core team members have common visions (encounter, disciple, send) - we know where we're going. We also have these values that we are willing to die for (the six qualities: influence, maturity, passion, anointing, covenant, truth). We also have some kind of procedure as in who is in charge of what (cell leaders, prophetic ministry, media, administration, worship...etc). Last but not least, we all have healthy, loving relationships like family members would.

These four qualities are meant to be built and grown, they do not appear over night. Thus, I am aiming to start building these commonalities in my cell group with Alice, whom I partnered with as co-leaders of this group. We only have 2 people in this team, but that's okay, because our job is to dig out the hidden treasures of each cell members and develop them and empower them (we'll touch on that in the next chapter), thus invite them into our team. We both have good relationships, and we hold the same vision and values as the church, but what we need to work on is the procedure - how to first build up people then train up leaders.

3. As a leader, how do you find ways for your team to win?

Well, the team that I lead has no goal of "winning" but rather "having breakthroughs". I do not think I can answer this question well because I do not have much experience of leading a team into breakthrough. But I believe that I need to acknowledge my teammates and value them and make them feel secured in the team environment; moreover, "they must all realize they have a job to do, and no one can do their job other than they." As a person who leads worship with a team, I have faced "The Calling Test" and "The Humility Test", and of course the Teamwork Test. And all I have to say is that I have learned how to follow the Spirit while I lead, and I have learned to appreciate every single musician on the team because each one of them has something unique to offer to the team. Cooperate breakthrough definitely requires unity and teamwork.

4. How does interdependence work on your team?

Larry writes, "The key is interdependence. We need each other... Organizational researchers reserved the term team for groups that have high interdependence--each task that you do is dependent on what the other team members are doing at that same time... When we understand others' strengths and weaknesses, we can build as a team, capitalizing on strengths and providing support where others are weak."

I have been learning how to be interdependence instead being independence for the past six months or so partnering up with Alice. I think we are compatible when we work together because in the areas where I'm weak, Alice is stronger than I, and definitely there are some areas to which we both are not very competent (thus we need to train up or partner up with people who can fill in that gap!).

5. How do you communicate and problem solve on your team? Do you give respect to others? Do you demand it for yourself?

Unfortunately, I'm a person who can be arrogant sometimes. And throughout the past five or six years of coming to know Christ, I see how God has dealt with my problem through communicating and solving problems with a team. I used to think that I'm always right and everything had to go "my way", but in fact many things really did not turn out the way I wanted it to turn out. No one likes that feeling of "unmet expectation", but thank God that I can always lean on Him and still praise Him! Now I probably would have a higher score when it comes to this Teamwork Respect issue after all these testing from the Lord. I thank Him that now I would listen more and talk less, and I would give respect to others when they talk and really listen to what they have to say. O I'm still learning... =)

6. What happens within you when a team member gives direct criticism or seems to resist the direction of the team?

Like I said, I probably would have some disappointment and/or anger within when a member criticizes me or my action or even resists the direction of the team, but I know that I should receive advice with humility, and not quick to judge (grr...it is a test indeed!). I'll most likely to sit down with that member and fight... i mean talk it through! "Good communication and respect for each other through committed relationships will result in successful teamwork."

 All quotes from 21 Tests of Effective Leadership by Larry Kreider

stay tuned for Chapter 4 - The Release Test!

johnny

Found on  http://www.discinsights.com/cyber/scripts/disc.asp

DISC Personality Profiles

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D (Drive) (top)

General Characteristics:
Direct. Decisive. High Ego Strength. Problem Solver. Risk Taker. Self Starter

Value to Team: 
Bottom-line organizer. Places value on time. Challenges the status quo. Innovative

Possible Weaknesses: 
Oversteps authority. Argumentative attitude. Dislikes routine. Attempts too much at once.

Greatest Fear: 
Being taken advantage of.

Motivated By: 
New challenges. Power and authority to take risks and make decisions. Freedom from routine and mundane tasks. Changing environments in which to work and play.

Ideal Environment: 
Innovative focus on future. Non-routine challenging tasks and activities. Projects that produce tangible results. Freedom from controls, supervision, and details. Personal evaluation based on results, not methods.

Remember a High D May Want:
Authority, varied activities, prestige, freedom, assignments promoting growth, "bottom line" approach, and opportunity for advancement.

DO:
Be brief, direct, and to the point. Ask "what" not "how" questions. Focus on business; remember they desire results. Suggest ways for him/her to achieve results, be in charge, and solve problems. Highlight logical benefits of featured ideas and approaches.

DON'T:
Ramble. Repeat yourself. Focus on problems. Be too sociable. Make generalizations. Make statements without support.

While analyzing information, a High D may:
Ignore potential risks. Not weigh the pros and cons. Not consider others' opinions. Offer innovative and progressive systems and ideas.

D's possess these positive characteristics in teams:
Autocratic managers - great in crisis. Self-reliant. Innovative in getting results. Maintain focus on goals. Specific and direct. Overcome obstacles. Provide direction and leadership. Push group toward decisions. Willing to speak out. Generally optimistic. Welcome challenges without fear. Accept risks. See the big picture. Can handle multiple projects. Function well with heavy work loads.

Personal Growth Areas for D's:
Strive to be an "active" listener. Be attentive to other team members' ideas until everyone reaches a consensus. Be less controlling and domineering. Develop a greater appreciation for the opinions, feelings, and desires of others. Put more energy into personal relationships. Show your support for other team members. Take time to explain the "whys" of your statements and proposals. Be friendlier and more approachable.

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I (Influence) (top)

General Characteristics: 
Enthusiastic. Trusting; Optimistic. Persuasive; Talkative. Impulsive; Emotional

Value to Team: 
Creative problem solver. Great encourager. Motivates others to achieve. Positive sense of humor. Negotiates conflicts; peace maker.

Possible Weaknesses: 
More concerned with popularity than tangible results. Inattentive to detail. Overuses gestures and facial expressions. Tends to listen only when it's convenient.

Greatest Fear: 
Rejection.

Motivated By: 
Flattery, praise, popularity, and acceptance. A friendly environment. Freedom from many rules and regulations. Other people available to handle details.

Ideal Environment: 
Practical procedures. Few conflicts and arguments. Freedom from controls and details. A forum to express ideas. Group activities in professional and social environments

Remember a High I May Want:
Social esteem and acceptance, freedom from details and control, people to talk to, positive working conditions, recognition for abilities, opportunity to motivate and influence others.

DO:
Build a favorable, friendly environment. Give opportunity for them to verbalize about ideas, people and their intuition. Assist them in developing ways to transfer talk into action. Share testimonials from others relating to proposed ideas. Allow time for stimulating, sociable activities. Submit details in writing, but don't dwell on them. Develop a participative relationship. Create incentives for following through on tasks.

DON'T:
Eliminate social time. Do all the talking. Ignore their ideas or accomplishments. Tell them what to do.

While analyzing information, a High I may:
Lose concentration. Miss important facts and details. Interrupt. Be creative in problem solving.

I's possess these positive characteristics in teams:
Instinctive communicators. Participative managers - influence and inspire. Motivate the team. Spontaneous and agreeable. Respond well to the unexpected. Create an atmosphere of well being. Enthusiastic. Provide direction and leadership. Express ideas well. Work well with other people. Make good spokespersons. Will offer opinions. Persuasive. Have a positive attitude. Accomplish goals through people. Good sense of humor. Accepting of others. Strong in brainstorming sessions.

Personal Growth Areas for I's:
Weigh the pros and cons before making a decision; be less impulsive. Be more results oriented. Exercise control over your actions, words, and emotions. Focus more on details and facts. Remember to slow down your pace for other team members. Talk less; listen more. Consider and evaluate ideas from other team members. Concentrate on following through with tasks.

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S (Steadiness) (top)

General Characteristics: 
Good listener; Team player. Possessive. Steady; Predictable. Understanding; Friendly.

Value to Team: 
Reliable and dependable. Loyal team worker. Compliant towards authority. Good listener, patient and empathetic. Good at reconciling conflicts.

Possible Weaknesses: 
Resists change. Takes a long time to adjust to change. Holds a grudge; sensitive to criticism. Difficulty establishing priorities.

Greatest Fear: 
Loss of security.

Motivated By: 
Recognition for loyalty and dependability. Safety and security. No sudden changes in procedure or lifestyle. Activities that can be started and finished.

Ideal Environment: 
Practical procedures and systems. Stability and predictability. Tasks that can be completed at one time. Few conflicts and arguments. A team atmosphere.

Remember a High S May Want:
Security in situations, sincere appreciation, repeated work patterns, time to adjust to change, limited territory of responsibility.

DO:
Create a favorable environment: personal and agreeable. Express a genuine interest in them as a person. Provide them with clarification for tasks and answers to "how" questions. Be patient in drawing out their goals. Present ideas or departures from current practices in a non-threatening manner; give them time to adjust. Clearly define goals, procedures and their role in the overall plan. Assure them of personal follow-up support. Explain how their actions will minimize the risks involved and enhance current procedures.

DON'T:
Be pushy, overly aggressive, or demanding. Be too confrontational.

While analyzing information, a High S may:
Be openly agreeable but inwardly unyielding. Internalize their concerns and doubts. Hesitate to share feedback during presentation. Slow down the action. Provide valuable support for team goals.

S's possess these positive characteristics in teams:
Instinctive relaters. Participative managers - accomplish goals through personal relationships. Make others feel like they belong. Show sincerity. Can see an easier way of doing things. Focused and intuitive about people and relationships. Full of common sense. Buy into team goals. Dependable. Identify strongly with the team. Strive to build relationships. Provide stability. Consider elements of a total project. Realistic and practical. Even-tempered. Provide specialized skills. Show patience with others. Loyal.

Personal Growth Areas for S's:
Be more open to change. Be more direct in your interactions. Focus on overall goals of the team rather than specific procedures. Deal with confrontation constructively. Develop more flexibility. Increase pace to accomplish goals. Show more initiative. Work at expressing thoughts, opinions, and feelings.

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C (Compliance) (top)

General Characteristics: 
Accurate; analytical. Conscientious; careful. Fact-finder; precise. High standards; systematic.

Value to Team: 
Perspective: "the anchor of reality." Conscientious and even-tempered. Thorough to all activities. Defines situation; gathers, criticizes and tests information.

Possible Weaknesses: 
Needs clear-cut boundaries for actions/relationships. Bound by procedures and methods. Gets bogged down in details. Prefers not to verbalize feelings. Will give in rather that argue.

Greatest Fear: 
Criticism.

Motivated By: 
Standards of high quality. Limited social interaction. Detailed tasks. Logical organization of information.

Ideal Environment: 
Tasks and projects that can be followed through to completion. Specialized or technical tasks. Practical work procedures and routines. Few conflicts and arguments. Instructions and reassurance that they are doing what is expected of them.

Remember a High C May Want:
Autonomy and independence, controlled work environment, reassurance, precise expectations and goals, exact job descriptions, planned change.

DO:
Prepare your case in advance. Delineate pros and cons of proposed ideas. Support ideas and statements with accurate data. Reassure them that no surprises will occur. Submit an exact job description with a precise explanation of how that task fits into the big picture. Review recommendations with them in a systematic and comprehensive manner. Be specific when agreeing. Disagree with the facts rather than the person when disagreeing. Be patient, persistent, and diplomatic while providing explanations.

DON'T:
Refuse to explain details. Answer questions vaguely or casually.

While analyzing information, a High C may:
Become overly cautious and conservative. Get too bogged down in details. Avoid or postpone decisions, especially if they perceive a risk. Be an effective trouble shooter.

C's possess these positive characteristics in teams:
Instinctive organizers. "Do it yourself" managers - create and maintain systems. Strive for a logical, consistent environment. Control the details. Conscientious. Evaluate the team's progress. Ask important questions. Maintain focus on tasks. Offer conservative approaches. Emphasize quality. Think logically. Will share risks and responsibilities. Work systematically. Will strive for consensus. Diplomatic. Analyze obstacles.

Personal Growth Areas for C's:
Concentrate on doing the right things, not just doing things right. Be less critical of others' ideas and methods. Respond more quickly to accomplish team goals. Strive to build relationships with other team members. Be more decisive. Focus less on facts and more on people. Take risks along with other team members.

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How is DISC used?

• Discover behavioral strengths, areas for augmenting, blending, capitalizing
• Value and learn to respect the strengths of others
• Deal with conflict effectively by learning adaptive behaviors
• Enhance work group with teamwork and minimize team conflict
• Develop strategies to meet diverse needs of others
• Improve communication skills by determining communication styles
• Increase sales skills and understanding of the prospect, client, customer with people reading.
• Improve customer relationships by identification and meeting needs
• Reduce conflict and stress, in both interpersonal and intrapersonal relationships
• Manage interpersonal communication better

• Build productive teams
• Develop effective managers, supervisors, leaders
• Train a powerful sales force
• Improve customer service
• Ease frustrations and interpersonal conflict
• Enhance Communication
• Conflict Management resolution
• Team Development and team building
• Improves personal diversity awareness and recognition
• Improve the bottom line: productivity
• Assists in hiring, recruiting, placement, promotion, outsourcing
• Change management, Quality enhancement
• Managing, counseling, coaching

I've been reading Larry Kreider's 21 Tests of Effective Leadership and answering questions at the end of each chapter.
 
Before I plunge myself into answering these humbling questions, almost EVERY word from this chapter spoke to my heart with conviction. The test of humility is so real, and it's always waiting to bust in and make a mess of me when it see a door ajar. Very well then, let me start digging out those junk and leave them to the Lord! Oh isn't He great?
 
1. How do you sometimes try to make yourself look good as a leader?
Oh no… no… of course I NEVER, EVER try to make myself look good. I'm born good-looking!… haha. *Sigh…* Many times I would be the "holy holy" leader who says, "Mayeth the-eth Lordeth Godeth Almightieth blesseth thee!" and acts all righteous in order to make myself look very polished and blameless. After all, aren't we all called to be blameless and holy? But as a matter of fact, I acted that way was to have people "adore" me and "compliment" me; I was falling for the humility test. I can probably recall times when I would unintentionally/intentionally cast stone upon others to cover this ugly monster and make him look so beautiful, holy, and righteous…
 
2. Do you understand your deficiencies as well as your capabilities? How is this humbling?
Deficiencies first: I'm not so great at thoroughly putting my thoughts into words and communicate with others with it (the words). I'm not so great at finishing doing what I've started.
Capabilities: I'm capable of facing changes and adopting cultures and environments. I'm also capable of starting new projects (though not that capable of sustaining it).
It is very humbling to know that I AM, in fact, NOT GOD. =) and I'm for real. When pride is built, our spiritual eyes start to fail.
Larry writes, "Pride gives a leader an exaggerated sense of his own importance." Knowing my deficiencies and capabilities humbles me and makes me appreciate those who have what I seem to lack, and thus build a team with them (that would be the next chapter).
 
3. In a society that encourages competition and individuality, how can you be humble?
I'm actually not a competitive person, and that often leads to losing. Hence the perfect opportunity to be humble: to lose after a long winning streak in Call of Duty, to crack my voice/play something completely off-key on the keyboard while leading worship. There are certainly many many more incidents in my life that have humbled me, especially regarding to worship leading. It has been a humbling experience definitely!
 
4. How can false pride resemble humility?
False pride is to act humbly with a selfish heart.
Humility is to act humbly with a selfless heart.
 
5. How can the accountability of friends and relationships around you help with the test of humility?
Those who are the closest to me can really help me out when the test of humility is pounding on my door. They can guide me and point me in the right direction; sometimes their words can hurt, but that's all the selfish prideful mind's fault! If I know that they love me and want the best for me, then I should humbly accept their advice!
 
6. Describe ways to keep your perspective and maintain humility when you experience success as a leader.
The more successful we get, the lower we should go. Because when we humble ourselves, God exalts us; and when we exalt ourselves, God would humble us. After all, it's God who puts us in the leadership positions, he can bring us down anytime - thus our success lies in our faithfulness toward God and our meekness before God. As Laura Hackett, a worship leader from IHOP-KC, sings, "I bow down, I get low, I open up my heart to receive Your love… Your river it rushes to the lowest place…"
 
I probably surprised myself several times with my answer while responding to these convicting questions that requires me to break myself open and be true to myself. The responding of these questions has been one humbling experience!