Tag Archives: Developing Leaders

The Power of Panoramic Perception: Unlocking Leadership Agility with Horizon Gazing Practices

Posted on by


It’s not what you look at, its how you look at it.

It’s not just about what you visually observe, but rather how you perceive and engage with your surroundings that can impact your well-being. While spending time outdoors in nature is undoubtedly beneficial, you may not be fully capitalizing on those advantages if you’re not actively working to heighten your senses and awareness. 

An intriguing theory suggests that our ancestors would scan the horizon panoramically to check for potential threats, inducing a calming state when no immediate danger was present. Conversely, if a threat emerged, their vision would narrow to laser focus, triggering the fight-or-flight stress response. This notion raises the possibility that simply adjusting how we look at our environment could influence our emotional state.

Neuroscientific research supports this idea. Studies show that when we visually lock onto something stressful or exciting, our field of view constricts to increase focus while our eyes subtly turn inwards. However, by expanding our peripheral vision to take in a wider view, we can effectively disengage the body’s stress reaction pathways. Deliberately relaxing our gaze to encompass our full surroundings can induce physiological calm.

But vision isn’t the only sense that affects well-being. Often, we become so consumed by internal thoughts during outdoor activities that we fail to truly experience and appreciate our multisensory surroundings. By mindfully engaging each of our senses in turn – absorbing the sounds, feeling the air currents, touching textures – we activate different regions of the brain. This grounding practice helps center us in the present moment while allowing an opportunity to find perspective amidst life’s stresses.

The key is not just passively observing nature, but purposefully directing your senses to fully immerse yourself in the experience. Adopting this intentional mindset can unlock the rejuvenating benefits that connection with the outdoor world can provide.

The intentional mindset described above can also be helpful in another type of gazing at the horizon.

The concept of “horizon gazing” refers to the practice of looking ahead and anticipating future trends, changes, and potential opportunities or challenges that may arise. In the context of leadership development, both for individuals and organizations, horizon gazing plays a crucial role in preparing leaders to navigate and adapt to an ever-changing landscape.

For individuals aspiring to develop their leadership skills, horizon gazing helps them cultivate a forward-thinking mindset. By continuously scanning the horizon for emerging developments in their industry, technology, societal shifts, and other relevant domains, they can better anticipate the future demands and competencies required of effective leaders. This foresight enables them to proactively acquire the necessary knowledge, skills, and mindsets to lead effectively in the face of impending changes.

In an organizational context, horizon gazing is a vital component of strategic planning and leadership development initiatives. Organizations that embrace this practice are better positioned to identify and respond to potential disruptions, emerging customer needs, and competitive threats or opportunities. By fostering a culture of horizon gazing, organizations can:

Identify future talent requirements: By anticipating future trends and challenges, organizations can better understand the leadership competencies and skills that will be needed to navigate the changing landscape. This allows them to develop targeted leadership development programs and succession planning strategies to cultivate the required talent pipeline.

Adapt organizational structures and processes: Horizon gazing can reveal the need for organizational restructuring, process optimization, or the adoption of new technologies or business models. By recognizing these needs early, organizations can proactively adapt and equip their leaders with the necessary tools and capabilities to lead through transformational changes.

Foster innovation and agility: Leaders who are adept at horizon gazing are better equipped to anticipate and respond to market shifts, customer preferences, and technological advancements. This agility enables organizations to stay ahead of the curve, fostering a culture of innovation and continuous improvement.

Mitigate risks and seize opportunities: By identifying potential risks and opportunities on the horizon, organizations can develop contingency plans, implement risk mitigation strategies, and position themselves to capitalize on emerging opportunities before their competitors.

Ultimately, the practice of horizon gazing cultivates a forward-thinking mindset and strategic foresight, which are essential qualities for effective leadership in an ever-changing world. By embedding this concept into leadership development efforts, individuals and organizations can better prepare themselves to navigate uncertainty, adapt to change, and seize emerging opportunities for growth and success.

In other words, I’m adding the skill of horizon gazing to my journey to becoming a Modern Elder.

Create an Inner Circle to Help Develop Your Leadership

Posted on by

It has been said that the people close to us determine our level of success. Moses learned this lesson in the wilderness and so implemented a plan to put competent, godly leaders next to him. David had his mighty men. Paul had Barnabas, John Mark, Timothy, Titus, and Phoebe.

When ministers decide to be leaders, they cross a very important line. They no longer judge themselves solely by what they can do themselves; the truest measure of the impact of a leader is found in what those around them accomplish. In God’s economy, our personal development happens most as we are developing those He has called around us.

THE QUICK SUMMARY – Developing the Leaders Around You, by John Maxwell

Why do some people achieve great personal success, yet never succeed in building a business or making an impact in their organization? John C. Maxwell knows the answer. “The greatest leadership principle that I have ever learned in over twenty-five years of leadership,” says Maxwell, “is that those closest to the leader will determine the success level of that leader.”

It’s not enough for a leader to have vision, energy, drive, and conviction. If you want to see your dream come to fruition, you must learn how to develop the leaders around you. Whether you’re the leader of a non-profit organization, small business, or Fortune 500 company, Developing the Leaders Around You can help you to take others to the limits of their potential and your organization to a whole new level.

A SIMPLE SOLUTION

There are no Lone Ranger leaders. If you’re alone, you’re not leading anybody. Think of any highly effective leader, and you will find someone surrounded by a strong inner circle. Hire the best staff you can find, develop them as much as you can, and hand off everything you possibly can to them. When you have the right staff potential skyrockets. You see, every leader’s potential is determined by the people closest to him. If those people are strong, then the leader can make a huge impact. If they are weak, he can’t.

Most leaders have followers around them. They believe the key to leadership is gaining more followers. Few leaders surround themselves with other leaders, but the ones who do bring great value to their organizations. And in the process, their burden is lightened and their vision is carried out and enlarged.

An inner circle of leaders becomes a sounding board to me. As a leader, I sometimes hear counsel that I don’t want to hear but need to hear. That’s the advantage of having leaders around you – having people who know how to make decisions. Followers tell you what you want to hear. Leaders tell you what you need to hear.

I have always encouraged those closest to me to give advice on the front end. In other words, an opinion before a decision has potential value. An opinion after the decision has been made is worthless.

Leaders around you possess a leadership mindset. Fellow leaders do more than work with the leader, they think like the leader. It gives them the power to lighten the load. This becomes invaluable in areas such as decision-making, brainstorming, and providing security and direction to others.

John Maxwell, Developing the Leaders Around You

 A NEXT STEP

The following list of characteristics has been adapted from study material in John Maxwell’s Leadership Bible. The author developed the acrostic below for use when developing an inner circle.

On a chart table, spell the word “Inner Circle” down the left hand side of the page. After reading the following qualities, write down the name or names of individuals you know who exhibit those characteristics.

Influential – Everything begins with influence. If you want to extend your reach, you must attract and lead other leaders.

Networking – Who people know is just as important as what they know.

Nurturing – People who care about each other take care of each other. Your inner circle should prop you up.

Empowering – The members of your inner circle should enable you to achieve more than you could alone.

Resourceful – Inner-circle members should always add value.

Character-driven – The character of an inner-circle member matters more than any other quality.

Intuitive – While every person is naturally intuitive in his area of gifting, that doesn’t mean everyone uses his or her intuition.

Responsible – Those closest to you should never leave you hanging. If you ask them to carry the ball, they must follow through.

Competent – You can’t get anything done if your people can’t do their jobs. You don’t need world-class performers exclusively, but all of your inner-circle people must perform with excellence.

Loyal – Loyalty alone does not make people candidates for your inner circle, but lack of loyalty definitely disqualifies them. Don’t keep anyone close to you whom you cannot trust.

Energetic – Energy covers a multitude of mistakes, for it helps a person to keep coming back, failure after failure.

After you evaluate this list, ask yourself:

  • “How can I sharpen these characteristics?”
  • “With whom has God given me influence for this season?”
  • “Who on this list can teach me and inform my leadership?”

Now identify 2-3 members of your inner circle and commit to spend at least three hours over the next three months developing them with intentional conversations, observation, and measurable goal setting.

Excerpt taken from SUMS Remix 44-1, published July 2016.

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. I’m going to peruse back issues of both SUMS and SUMS Remix and publish excerpts each Wednesday.