Three Dimensional Leadership Part 1: The Design Phase of Leadership

The concept of leadership, over the past eighty years, has been written on extensively but has yet to be grasped fully by those who study and practice its function.  Leadership exists on all levels of society.  From the institution of the family to the corporate ivory towers, men and women are practicing the art of leadership.  It has been said, “Leadership occurs anytime one attempts to influence the behavior of an individual or group, regardless of the reason” (Hersey and Blanchard 1992, 5).  The idea of leadership as influence is one unifying force in the many and varied approaches to this subject (Rost 1993, 79).  This writer’s approach to leadership most definitely includes this concept, but at the same time, one must approach leadership from a multi-dimensional perspective.  Leadership must be thought of in terms of a fluid process that takes place in the course of human relationships via different channels such has the home, work, church, and the community.  If one learns the art of Three Dimensional Leadership, their influence will not only have a positive impact on society, it will be exponential in nature.

 

Three Dimensional Leadership is an art form rather than a step-by-step process.  Too often leaders are looking for quick formulas and revolutionary ideas to transform their leadership deficiencies into magical strengths that will revolutionize their business, ministry, or career.  The 3-D model emphasizes a process that guides every leader to exponential leadership.  The difference between this and other forms of influence is that the leader is not only attempting to accomplish a goal, he is attempting to help others become influencers as well.  The three phases of the 3-D model are the Design Phase, the Development Phase, and the Discipline Phase.  These phases occur simultaneously in the leadership process.  Remember, this is not a linear system, it is fluid and multi-dimensional.  The Design Phase leads to influence, the Development Phase leads to impact, and the Discipline Phase leads to insight. 

In these phases, the leader practices three different arts that are critical to each phase.  The leader first acts as the cultural architect in the Design Phase.  Here he establishes the climate in which those he influences will thrive and be given the opportunity to reach their full potential.  In the Development Phase the leader acts as the relationship builder.  It is here that he makes an impact on the individuals that make up his constituency.  Finally, in the Discipline Phase, the leader plays the role of thinker and teacher.  In fulfilling this role, insight is gained through continual learning and passed to those around him.  When all of these pieces are put together and all elements are operating in tandem, the power of exponential, Three-Dimensional Leadership, will be unleashed.

 

The first phase of leadership to be discussed is the Design Phase.  Remember, this is not a linear model, so this phase does not exist in a vacuum.  It is occurring alongside the other phases as well.  In the Design Phase the leader takes on the role of the cultural architect.  The cultural architect understands the metaphors that shape the identity of the people they lead.  Erwin McManus writes, “These metaphors not only root us to our past, but they also guide and shape our future” (McManus 2001, 115).  The Design Phase is about shaping the future which requires the leader to develop and reshape the cultural metaphors that drive an institution.  The metaphors created and reshaped will serve as the pictures needed to inspire a shared vision. “Leaders inspire a shared vision. They gaze across the horizon of time, imagining the attractive opportunities that are in store when they and their constituents arrive at a distant destination” (Kouzes and Posner 2002, 15).  Author and Futurist, Leonard Sweet, labels this type of cultural architecture as AncientFuture Leadership.  This mindset requires us to anchor into the past to be propelled into the future.  In the Design Phase, a leader takes the time to understand his environment first, its traditions, systems, and relationships.  If he is not sensitive to these things, he will never influence those whom he has been called to lead.  When a leader does grasp these elements, he has the tools to communicate powerfully where the organization needs to go. 

 

The cultural architect influences his environment through service, not authority.  When followers sense this attitude, they will not only buy into the vision, they will bleed to see it come to pass.  J. Oswald Sanders wrote, “Humility is the hallmark of the spiritual leader…The spiritual leaders will choose the hidden path of sacrificial service and the approval of the Lord over the flamboyant self-advertising of the world” (Sanders 1994, 61).  The humble leader will design an environment where trust and grace flourish to the fullest extent, where people can use their unique gifts and abilities to contribute to the values and vision of the organization. 

 

The cultural architect understands that the shaping of an organization’s vision and values only occurs with an understanding of the current traditions that drive the organization.  Once this takes place, the leader can begin developing an environment of trust through the act of humble, servant leadership.  This environment of trust leads to the desired outcome of the Design Phase, influence.  If these steps are ignored coercion might succeed, but true influence will fail.  “The dynamics of culture can elevate people and organizations or weigh them down.  The privilege and responsibility to nurture and release individual and organizational potential rests squarely on the shoulders of leaders.  Therefore, to motivate change and growth, leaders must master the dynamics of culture” (Thrall, McNicol, and McElrath 1999, 26).  The cultural architect, in the Design Phase, constructs the environment that enables influence to take place.  As true influence flows from the Design Phase, the Development Phase harnesses the power of influence leading to maximum impact….Part two of this series will discuss the implications of the development phase of the 3D-Model.

 

Series Bibliography:

Collins, Jim. 2001. Good to Great.
New York: Harper Collins Publishers.

Cordeiro, Wayne.  2001.  Doing Church as a Team. 
Ventura, CA:  Regal Publishing.

Finzel, Hans. 2000. The Top Ten Mistakes Leaders Make.
Colorado Springs: Victor Books.

Kouzes, Jim, and Barry Posner. 1995. The Leadership Challenge.
San Francisco: Jossey-Bass Publishers.

Mallory, Sue.  2001.  The Equipping Church. 
Grand Rapids:  Zondervan.

Maxwell, John C. 2001. The Seventeen Indisputable Laws of Teamwork. Nashville: Thomas Nelson Publishers

Maxwell, John C. 2003. Thinking for a Change:Eleven Ways Highly Successful People Approach Life And Work.
New York: Warner Books.

Maxwell, John C. 1995. Developing the Leaders Around You. 
Nashville: Thomas Nelson.

McManus, Erwin Raphael.  2001.  An Unstoppable Force:  Daring to Become the Church God had in Mind. 
Lovland, CO:  Group Publishing.

Rost, Joseph C. 1993. Leadership for The Twenty-First Century.
Westport, CT: Praeger Publishers.

Sanders, J. Oswald.  1967. Spiritual Leadership:  Principles of Excellence for Every Believer. 
Chicago: Moody Press.

Senge, Peter.  1990.  The Fifth Discipline:  The Art and Practice of the Learning Organization. 
New York:  Doubleday.

Sweet, Leonard. 1999. Aqua Church:  Essential Leadership Arts for Piloting Your Church in Today’s Fluid Culture. 
Loveland, CO:  Group Publishing.

Sweet, Leonard.  2001.  Carpe Manana:  Is Your Church Ready to Seize Tomorrow?
Grand Rapids:  Zondervan.

Thrall, Bill, Bruce McNicol, and Ken McElrath. 1999. The Ascent of a Leader:How Ordinary Relationships Develop Extraordinary Character And Leadership.
San Francisco: Jossey-Bass.