Weekly Planning| Defining the 6 most important focuses to implementing the vision



After we start with vision, the next step before we do anything else is to remind ourselves of the 6 most important focuses we need to give our attention, energy and calendar to in the next two months to fulfill the vision.  If we don’t move from vision to our six focuses (6 focuses x 6 weeks), we will likely give our attention to what is urgent without discerning how to implement into the week what we have identified as essential in the community/ministry development.  


Our 6×6 may look like a variety of different themes, but the key is they MUST BE THE 6 MOST SIGNIFICANT HINGS YOU MUST DO TO FULFILL THE VISION.

Here are some example 6×6 Focuses|  They may be personal or relate to a team/organization

  • Develop leadership team
  • Spend time on leadership team
  • Promote camps
  • Identify 2-3 people to mentor
  • Communicate with more clarity by preparing better
  • Spend more time listening and understanding others before I speak
  • Communicate with leaders every Tuesday

Everyone’s 6×6’s will look differently, but the key is they most be the most important focuses that will help fulfill the vision.  Otherwise, your vision and your weekly schedule will be out of sync.  If you pray, reflect and seek God to identify the vision he has for you and if you pray, reflect and seek God as you plan your week, you can rest that these 6 things need to be prioritized.  

Once you have identified those 6 things, they must be included in your prayer life and also your calendar must be clearly integrated with them.  Its not enough to identify the 6 things you must do in the next 6 weeks.  Without discipline to put them in your rhythm of life/schedule, you will not get traction.  Once you complete one of the 6 don’t add to it until you fulfill at least 3 of the 6 you started with, otherwise you might not finish the original six in the time you need to. Get clarity around the 6 and then give yourself to them with confidence because you reminded yourself of the vision and have sought God’s direction in the process.

(I have renamed them 6×8 to keep it simple so it pops up every 2 months.  Here is Bill Hybels talking about a leader planning their time around their 6×6)


I have created a tool to help you thrive as a ministry leader.  If you already have a system that helps you start with vision, then keep working it and filling yourself with the WHY before you do anything else.  If you don’t have a tool click on the link below.  The tool is $2. If you like the tool please pass the link on to other leaders who might benefit.  If you know a missionary or a church leader internationally or a leader who can’t afford any resources, then pass on the link and also this pass-code that will make it free to them.

Pass-code for missionaries, international church leaders and under resourced pastors:  ”multiply”

Link to resource

If you have any issues downloading the resource, questions or feedback, please email us at multiplyingleaders@gmail.com


Challenges to a Leader’s Conviction

Every leader faces struggles and setbacks that challenge their conviction and desire to communicate.

What takes the wind out your sails as a leader?

How do you respond?

8 Things that Challenge A Leader’s Conviction
1. A season of discouragement
2. Relationship conflict on your team
3. Insecurity
4. Challenges in your home/family
5. Personal sin/brokenness struggles
6. Apathy on your team
7. Lack of ownership from others
8. Burnout/exhaustion

There are many obstacles to leading and communicating with great conviction in a manner that inspires others.

Lead with your eyes on Jesus. Lead with your head and heart. Don’t give up when your conviction’s challenged. God will sustain you. Lean into him.

Feeling Overwhelmed? One solution is to Delegate better

At a recent staff meeting we focused on the developing the skill of delegation.  I wanted to share the helpful thoughts from the time below.


5 Thoughts on Delegation by Mike Hansen

  1. Acknowledge your limits
  2. Determine Priorities
  3. Train Other Leaders
  4. Keep your ego out of the way 
  5. Accept responsibility


How to Become a Great Delegator (discussion around table)

  • Know the vision
  • Model what you expect of others
  • Ask what can I delegate?
  • Give Clear Expectations 
  • Create planned feedback loops
  • Know when to let someone fail for their good/learning proces
  • Remember its all about people.  Don’t become so focused on the task that you forget its about people

Good Strategy Thoughts

Richard Rumelt writes a piercing work on the essential need for good strategy and the overwhelming failure by many leaders and organizations to do the hard work of not only developing goals, but a strategy to reach them.  One of his main premises which I found helpful, is his argument that most organizations develop strategic goals but not actual tangible plans to reach them.  When this happens we identify the end-zone, but we don’t identify the playbook we are running to get there.  We identify the destination, but we do not map out the route that will help us arrive there.  Here are some of the key thoughts from his book on what makes good strategy.

  • Good strategy doesn’t ignore challenges the team/organization is facing
  • Good strategy sees the core influencing factors on a situation
  • Good strategy is cohesive in response
  • Good strategy focuses energy and resources
  • Good strategy involves diagnosis, a guiding policy and coherent action
  • Good strategy creates strength through coherence of design
  • Good strategy builds a bridge between a problem and action
  • Good strategy can create shifts in viewpoints to better understand and respond to a situation

Here is a link to Richard’s book, Good Strategy, Bad Strategy 

Questions for reflection|

  1. Does your team or organization have direction/goals?
  2. Does your team/organization have a strategy?
  3. Does your strategy acknowledge a challenge?
  4. Is your strategy including all the influencing factors?
  5. Why is it hard for you to do the work to develop a strategy and not just goals?

7 Cultural Patterns

In an article on Cultural Change, the authors list the four building block levers of organizational DNA as:

  1. Decision Rights
  2. Information
  3. Motivators
  4. Structure

“The four building blocks-both independently and in the way they interact–define an organization and largely determine how it will function and perform (Strategic Finance, pg. 12, 2006).”

They then describe the 7 typical cultural patterns they find in most organizations.  Below is an infographic that captures these patterns. 



Q-What is defining your organizational culture?

Q-Is your organizational or team culture what you want it to be?

Q-What do you need to change to better create thriving organizational culture?


Chehade, G., Mendes, D., & Mitchell, D. (2006). Culture Change for the Analytical Mind. Strategic Finance, 87(12), 11-15.

My Mentors’ Lessons from Peter Drucker

Here are five lessons Peter Drucker highlights in the book “Leader to Leader,” that he learned from three mentors. 


  • Treat People Differently, based on their Strengths
  • Set high standards, but give people freedom and responsibility to do their jobs
  • Performance review must be honest, exacting and an integral part of the job
  • People learn the most when teaching others
  • Effective leaders earn respect, but they don’t need to be liked