Just as it’s important to not expect perfection of ourselves or other people, it’s also essential that we own our shortcomings. In the past several years I have been baffled by how a significant number of leaders whom I have observed have not acknowledged missteps. To take responsibility for malfunction is a sign of strength and not weakness. Discussion of deficiency with followers or subordinates is the setting of a good example by a leader. In the same way, addressing of incidents of breakdown shouldn’t include over-apologizing. It can include such statements as “I didn’t explain that as best as I could have”, “It wasn’t fair of me to expect that of you”, “I forgot”, “I dropped the ball” and so forth. It is healthy for leaders and followers alike to own shortcomings.
Mentoring is a training tool that is very much under used. There are two main types of mentoring – active and passive. Active mentoring occurs when there is an understood relationship of teaching between mentor and apprentice. The teacher must be aware that she is imparting and the student needs to know that she is receiving what is shared. In order for mentoring to be effective the learning must be welcomed and wanted by the understudy. Further, good tutelage doesn’t just happen. Both the trainer and trainee must do their best to ensure that planned mentoring sessions and meetings do not get squeezed out of their schedules due to the busyness of life. The second type, passive mentoring, occurs when there is not an understood instructional relationship and acquisition on the part of the person learning is primarily achieved through his observation. In fact, the two people concerned may never meet. A musician (or – dancer, videographer, singer, actor, painter and so forth) can learn a lot by observing, dissecting and reading about the art of others. Some mentoring relationships may involve both active and passive mentoring. However, nothing can replace a veteran musician intentionally sharing with a novice artist through a developing relationship how to be proficient. God created us to be in relationship and relationship is more important than any creation of art.
© Kev W Wood 2014
My post last week, ‘The Marinating of Art’, was regarding how created art needs to have time to ‘marinate’. This week I will address the question, ‘How long does it take for art to marinate?’ The answer is that it depends since different types of art require varying amounts of ‘lead time’ for preparation, and possibly creation also. A worship leader leading a song which both she and the congregation are familiar vs. a musician creating a new arrangement. Actors preparing execution of an existing work vs. a script being written and then performed. I encourage church service design teams to plan as far ahead as possible to allow for as many creative options as possible with different ideas and artistic disciplines needing different amounts of preparation time. How nice it was once to be booked at the beginning of September to minister in a Sunday morning worship service at the beginning of December with the pastor being able to tell me not only his topic and text but his main points as well. The advance notice and information helped me to prepare very well. In contrast, some excellent and creative ideas are conceived when it is too late to implement them, or to execute them with excellence. On this note, respecting volunteers (or even compensated artists) includes inviting them to be involved with sufficient notice. As I wrote last week – a commitment to excellence may result in an artist turning down an invitation to serve when there is not enough time to prepare well. We perform for an Audience of One. As we prepare a feast of artistic worship for him, may we take the time, effort and care to ensure that it is as seasoned as possible.
© Kev W Wood 2014
Some of the best advice that I received at one point during 21 years of working in group homes was to not tell ‘war stories’ to new staff. This wisdom also applies to arts ministry. War stories are those that often start with the words, “Well, when I was…” or “Well, I remember when…”. They are what veterans find tempting to share with novices; supervisors with subordinates; mentors with protégés. To not share war stories was good counsel since they may be the result of an urge in the teller but do not meet a need in the listener. Further, exchanging war stories can also lead to a back-and-forth conversational one-upmanship. A better use of communication is to support, affirm and encourage those whom we train, mentor and lead. Put another way, war stories are about reference points. If the resulting reference point helps the listener to have a more balanced, healthy and realistic perspective, the sharing of a war story has been beneficial (even if such a recalibration is difficult for the listener). On the other hand, if the new reference point is detrimentally and destructively disheartening and deflating, the teller likely should have resisted the urge and shown more discernment.
© Kev W Wood 2014