Name: Jeremy Rensford

Title: Chair

Organisation: Greater Shepparton Ministers' Association

Local spiritual and community leader in the City of Greater Shepparton

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Jeremy's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

There's a school of thought that leaders shouldn't ever get too close to those they lead. I disagree, personal, authentic relationships open the door to trust building, which opens the door to terrific partnership and achieving the vision and goals of the organisation. It comes with risk, though, and one should be aware of this.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision means an agreed destination that a united team is moving towards. Mission is a wider term that Christians would consider their purpose on this earth - to build God's Kingdom.

On the ground, in real-world business, clearer definitions are required, and tangible ways of getting there too, otherwise the vision is nebulous and will peter out.

3. How can a leader empower the people they're leading?

Dropping their own ego is the best place to start. Subordinates know when they are not trusted and when they are under a leader who does everything themselves and rates themselves higher than everyone else.

Giving GENUINE responsibility a little earlier than they are ready is a good place to start.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I've been blessed with a whole host of these - namely, pastors, apostles, business leaders, community leaders, etc.

Some haven't even known they've been coaching me, but I've learned explicitly or implicitly from these leaders, including what not to do! It would be remiss of me not to start with my father. His decades-long example of never shying away from tasks that are "beneath" less humble leaders showed me the way and set the tone for my life of leadership.

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5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Ah yes, just said that in the previous question, before reading this one. Being aware of EVERY leader's fallibilities as well as being aware that I'm another leader that has failings, helps me stay focused and not get too disappointed in the leaders' shortcomings. I don't take it personally.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I'm not very strong at this.

Once upon a time, I was told I had to strengthen my weaknesses, and of course, this is true. However, now that I'm an older and more effective leader, I realise I don't need to wear myself out, trying to be an expert at what I'm not good at, so I get help with this from others!

7. What advice would you give to a young leader who is struggling to delegate effectively?

Think long and hard about what it's like not to have more senior leaders trust you and empower you.

That should be enough to put you off doing the same to those you are leading.