They say it's lonely at the top. And it can be even lonelier when you are almost at the top. Church leaders who hold second-chair positions are under tremendous pressure. They are expected to do their jobs and provide leadership but to defer to the top leader too. It's a demanding balancing act. How can they lead effectively while serving under someone else's leadership? Leading from the Second Chair offers an invaluable resource to leaders who serve in second- (and third- and fourth-) chair roles, enabling them to become more productive, proactive, and fulfilled. The book reveals the paradoxes of second chair leadership. These leaders must be subordinate to the top leader yet lead in their own right. They should be deep in their expertise but wide in perspective. And they must be content in their jobs yet remain enthusiastic about their dreams for the future. Mike Bonem and Roger Patterson share their own and others' experiences of failure and success in this vital role. They offer support and practical advice for reshaping the way second-chair leaders can serve well and improve the overall performance of their church or organization. Leading from the Second Chair equips readers with the positive attitudes, skills, and strategies needed to become powerful leaders who will survive and thrive in God's service.

Dann Spader is a disciple-maker who has spent his adult life exploring what it means to take someone from being a seeker to making disciples themselves. Over 750,000 people in 80 countries have been trained to make disciples through organizations he has led. Through studying the life of Christ and His disciple-making methods, Dann developed 4 Chair Discipling, a simple picture for others to follow. Jesus’ last words on earth had a few very specific instructions: Go, make disciples, baptize, and teach. But what does that mean for us today? Well, it’s not easy. But it is simple. Teacher and leader Dann Spader explains disciple-making as a process of moving people through four chairs, from someone seeking to know more about Christ to someone who makes disciples themselves. Chair 1: Come and See (John 1:39) Chair 2: Follow Me (John 1:43) Chair 3: Become a Fisher of Men (Matthew 4:19) Chair 4: Go and Bear Fruit (John 15:16) In the process of His four-year ministry, Jesus realized that different people are at different stages of growth and development, and He works to challenge each of them to the next level. In 4 Chair Discipling, you’ll get a clear and simple picture of how to follow in Jesus’ footsteps and do the same thing.

This book will help you lead from any level of your organization without sitting in the front chair. The book gives simple, clearly defined, and easily understandable practical steps on how you can influence the direction of your organization at your current level. The principles outlined in this book are applicable to any organization, church, company, or family. The simplicity of this well-researched book makes it an easy read. It is full of examples of great leaders who have influenced the world and changed many lives from the second chair. Dr. Manase explores interesting ideas like:How you can increase your value in your organization Serving with excellence without a leadership positionTransformational LeadershipSuccession planMoving from dependency, independency to interdependencyLeaving a lasting legacyHow to manage the contentment-dreaming tensionCommunicating with your leader in his languageHow to leave your church the right way

The Great Chair speaks to a single issue—why board chairs are more important than ever for effective governance. This book tackles board leadership fundamentals, such as: • How effective board chairs engage colleagues to reach consensus, • How effective chairs lead the board so the board, in turn, fosters organizational effectiveness, • The trick to ensuring a focus on the highest priorities, • And—critically—how to build and sustain trust with the CEO and within the board. With nearly four decades of experience with the good, bad, and ugly of the board universe, Brian Hayward hones in on practical ways to develop the thinking and behaviour necessary for anyone taking this seat. Through real-life examples, and stories featuring Paul McCartney, Kalahari bushmen, Robert Maxwell, camels, Buddhist parables, and the Boeing 737 Max, readers will see how chairing a board requires leadership competency of its own (distinct from being a director). See what skills differentiate mediocre chairs from a truly great ones. The Great Chair has take-home value—with practical checklists you can use—and a personal development roadmap for you to develop the key skills central to effectively engaging individuals and groups. If you are on a personal journey that may include becoming a board chair—whether the organization exists for profit, and whether it is corporate, family, venture, public agency, or charity in form—The Great Chair was written for you.

Meetings in the round have become the preferred tool for moving individual commitment into group action. This book lays out the structure of circle conversation, based on the original work of the authors who have standardized the essential elements that constitute circle practice.

Authors Gmelch and Miskin have focused their academic careers on supporting and training chairs for one of the most challenging jobs in academia. Both have written extensively and have conducted training workshops throughout the country. Here they focus their efforts on the specific skills needed by chairs in order to effectively lead their departments. In the first chapter, authors Gmelch and Miskin, clearly assert their concern for chairs and for their work: The time of "amateur administration"--where professors play musical chairs, stepping occasionally into the role of department chair--is over. Too much is at stake in this time of change and challenge to let leadership be left to chance or taking turns. The department chair position is the most critical role in the university, and the most unique management position in America.... The search for solutions to academia's leadership dilemma leads us to realize that the academic leader is the least studied and most misunderstood management position in America. Leadership in academia has evolved into a complex array of specialized skills. For department chairs, this book becomes an individual leadership seminar, complete with strategies and exercises that will foster growth and encourage professional fulfillment.

This book offers a personal and practical approach to leadership within the context of serving as a department chair.

An accessible edition of a classic guide to film and theater directing offers insight into the craft's unique challenges from managing personalities and anticipating problems to working with a script and the key elements of staging, in a primer that also features life lessons gleaned by the co-authors throughout their careers. Reprint. 30,000 first printing.

With the imminent demographic shifts in our society and the need to prepare students for citizenship in a global, knowledge-based society, the role of the academic department chair in creating diverse and inclusive learning environments is arguably the most pivotal position in higher education today. In the United States, increasing minority student enrollment coupled with the emergence of a minority majority American nation by 2042 demands that academic institutions be responsive to these changing demographics. The isolation of the ivory tower is no longer an option. This is the first book to address the role of the department chair in diversity and addresses an unmet need by providing a research-based, systematic approach to diversity leadership in the academic department based upon survey findings and in-person interviews. The department chair represents the nexus between the faculty and the administration and is positioned uniquely to impact diversity progress. Research indicates that more than 80 percent of academic decisions regarding appointment, curriculum, tenure and promotion, classroom pedagogy, and student outcomes are made by the department chair in consultation with the faculty. This book examines the multidimensional contributions that chairs make in advancing diversity within their departments and institutions in the representation of diverse faculty and staff; in tenure and promotion; curricular change; student learning outcomes; and departmental climate. The scope and content of the book is not limited to institutions in the United States but is applicable to academic institutions globally in their efforts to address the access and success of increasingly diverse student populations. It addresses institutional power structures and the role of the dean in relation to the appointment of chairs and their impact on the success of chairs from non-dominant groups, including female, minority, and lesbian/gay/transgendered individuals who serve in predominantly white male departments. Using qualitative and quantitative research methods, the book analyzes predominant structural and behavioral barriers that can impede diversity progress within the academic department. It then focuses upon the opportunities and challenges chairs face in their collaborative journey with faculty and administration toward inclusive departmental and institutional practices. Each chapter provides concrete strategies that chairs can use to strengthen diversity in the academic department.Addressed to department chairs, deans, faculty, and administrative leaders in higher education in all Western societies facing demographic change and global challenges, this book offers a critical road map to creating the successful academic institutions that will meet the needs of our changing populations.