Andy Stanley at Catalyst 2011

Here are some highlights and observations pulled from my journal notes of Andy Stanley at Catalyst 2011, Thursday Oct 6.

“The more successful you are, the more inaccessible you become.”

In other words, as you move through life, more and more people will want to engage you and/or give you responsibilities. It becomes impossible to say yes to everything. The challenge, as he says, is that while you can’t take it all in, you don’t want to shut it all out, either. So, his rule for managing lots of people is:

“Do for one what you wish you could do for everyone.”

It’s not “fair” but fair died in the Garden of Eden so don’t even try to be fair. By engaging one person, you stay grounded in ministry, and you find that your engagement of one often leads to engagement with multiples. He also said:

“Go long term and not short term.”

For example, don’t do 20 one-hour married couple counseling sessions; do one couple for 20 sessions. Don’t try to be fair, but be engaged. Be present. (“Be present” is the conference theme.)

5 Comments on “Andy Stanley at Catalyst 2011”

  1. That’s almost the same thing as seeing how one tends to move into management and away from the day-to-day as one continues in their career, so how do you stay connected to the day-to-day to keep on top of what’s really important?

  2. Right. I heard once that while Ford Motor Company was designing the V-8 engine, Henry Ford once got so frustrated by his engineers that he went down on the floor himself and fixed the problem. If true, that is an amazing example of commitment and staying on top of the day-to-day experience.

  3. I like what Andy Stanley said too. Mary Kay had that same leadership philosophy. She stayed connected with people at all levels in the company. One of her quotes was, “Pretend everyone has a sign around their neck that says…’Make me feel important.’ ” Focusing on the person you’re presently with is so important. I’ve worked for some organizations where people at the top were clueless of the workers under them and how important they were to the organization.

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