Why I Started Reading Fewer Books

I love reading books. Actually, that’s not quite accurate. I love the thought of reading. Reading, on the other hand, I find taxing.

I know many people who love reading. I’m not one of them. What I do love is learning. Since reading provides me the best and, perhaps, the most effective way to learn, I read. While I don’t necessarily find reading enjoyable, I read anyway.

Did you know over 300,000 books are published every year in the US? Yes, every year. That seems a tad excessive.

Thanks, Gutenberg!

If it wasn’t for his amazing printing press, there would be fewer books in the world. I would also have far fewer books on my bookshelf and in my Kindle.

I suffer from a buying books addiction. I can’t stop! I buy book after book, but I don’t always read them. Every time I look at my bookshelf, or look at my Kindle library and see all the unread books, I feel guilty.

Last year I decided to alleviate my guilt. I would make more time for reading. My reading would be intentional and focused. I would have a plan!

My plan revolved around creating two lists; Books I want to read and books I have read. I would choose a book from the “want to read” list and read that book and only that. Instead of having multiple half-read books, I would focus on one book and read it from beginning to end.

I would also keep track of the books that I read. Tracking would help me stay motivated, give me a plan to address my unread books, and provide feedback on my progress.

I am happy to report that my plan worked!

I read more books! I read a lot more books. I started my plan in April and by October I had read 53 books. I estimate, if I would have tracked the whole year, I would have read somewhere around 70 or 80 books.

I would read anywhere from one to three books a week. I was tearing through my unread books with ease. It was great. I felt good about myself and was proud of my accomplishment.

And then I stopped.

I didn’t stop reading. I stopped following my plan. I stopped tracking. I didn’t stop because I got lazy, I stopped with intention and purpose.

Why stop tracking when my approach seemed so effective? Basically, there were two problems with my plan that I didn’t anticipate.

For one, I was after the wrong goal.

If you looked at my list, you would see the books A Curious Mind (9 days), New to 5 (1 day), and Emotional Agility (5 days). Were they good books? I think so. To be honest, I can’t remember too much about them. Did I read them? Well, I saw all the words. I underlined things that seemed important. I can go back to Kindle and look at my highlights. Yet, I’m not sure the experience of “reading” those books was really what I wanted.

My stated goal was to read more books, which I was. But my real goal was to learn, which I wasn’t doing. I’m not sure I learned too much from any of those books. The fault wasn’t with the author, the fault was with me!

The second problem with my plan was the books I was choosing to read.

While I was reading a lot of books, I found I was gravitating toward books that seemed easier to read. If a book covered a difficult topic or seemed like it might take a long time to read, I wouldn’t pick it from my “to read” list. I started looking at the “average reading time” that Kindle lists and used that to pick the next book on my hit list.

In October, I decided to stop keeping track. Instead, I would focus on learning and choose books that could take longer to read, but offered a deeper insight and understanding of the subject matter.

Here are some key takeaways from my new approach:

  1. Passive reading isn’t the same as active reading.

  2. It’s okay to have unread books.

  3. Interacting with the book means I need a physical copy.

  4. Reading may not come naturally.

I am also learning that I don’t really know how to read a book. Not for deep learning anyway. So, I brushed off my copy of How to Read a Book that, I, ironically, listened to on Audible a few years back, and so I might find a process that helps me learn.

I assume I will be reading fewer books, but I am convinced I will gain a deeper understanding of the subject, read more challenging books, and, who knows, might just enjoy reading!

I may write another post outlining the process that I land on for reading. Right now, my process is too new to share. I have to live with a process for a while tweaking it through trial and error.

If you have a process or technique you use to read, share in the comments!

Five Essential Practices of Leaders

Leading well requires intentional practices.
Leading well requires intentional practices.

One of the best books I’ve read on leadership is “The Leadership Challenge” by James M. Kouzes and Barry Z. Posner. The book, in its fifth edition and over twenty-five years old, outlines five vital practices for effective leadership. As I stumble my way into and through leadership, the five practices have helped my leadership development.

Practice One: Model the Way

Leaders set the climate of the organization. Leaders must clarify values by finding their voice and inspiring commitment to shared values giving people a reason to care. For leaders to be effective, they need to passionately model and pursue the vision of the organization. This practice can be phrased in different ways; walk the talk, buy what you sell, live what you preach, etc. Leaders can’t tell others to be vision focused if they are not. Your behavior, not your title, earns you respect.

Inspire a shared vision

Shared vision, more than anything, transforms organizational culture. Leaders cultivate shared values and vision by imagining future possibilities through reflecting on the past, attending to the present, and prospecting the future.

Shared vision creates ownership not only among leaders, but across the entire organization. The importance of ownership cannot be over stated because owners approach their work differently than non-owners. Owners care passionately having a “do what’s needed” attitude. If leaders do not inspire ownership, team members, whether employees or volunteers, develop a “do what’s asked” mentality limiting their full engagement and talents.

Inspire others by embracing your passion, aligning your dreams with the people’s, and animating the vision using stories and images. Such inspiration helps individuals give their best to the mission of the organization.

Challenge the Process

Leaders search for opportunities by seizing initiatives, exercising outsight (instead of simply looking “inside” leaders also look outside), and treating every job as an adventure. Experimentation and risk-taking move leaders and organizations out of their comfort zones closer to fulfilling their vision. Willingness to do what hasn’t been done before, start small, generate small wins, and learn from experience creates active learners who keep learning while moving forward.

Enable Others to Act

If a vision can be fulfilled without teams, the vision is simply too small. Teams are vital for any vision worth pursuing. Building strong teams, perhaps the the most difficult, but essential task of effective leadership, empowers organizations to realize seemingly impossible goals. While culture celebrates leaders who single handily transform organizations, those leaders usually have good and strong teams contributing to their success.

Teams are built by fostering collaboration around a common purpose in an environment of respect and trust. A climate of trust, created by sharing information and facilitating relationships, needs to be established if teams are going to be successful (See Five Dysfunctions of a TeamFive Dysfunctions of a Team by Patrick Lencioni).

High trust allows the enhancement of people’s sense of self-determination providing opportunities that get the best out of team members and releasing their full potential. Rather than focusing on the “right way” to solve problems, teams are given permission to find their own solutions, allowing for creativity and innovation. People are smart and will figure things out if given the chance. Accountability and expectations make sure teams stay on track and within any boundaries of the organization.

Encourage the Heart

I find this practice the hardest given my temperament, but many will find the practice easy. Leaders encouraging the heart through celebration and recognition. Recognize contributions by showing appreciation. Celebrate values and victories by creating a spirit of community. When hearts are encouraged, people not only respond with loyalty, but with their best work.


These five practices have transformed my view of leadership. I still struggle with a few of the practices, but I see how these practices enable organizations to effectively fulfill their mission. For more information about these practices, check out “The Leadership Challenge”.


What practices do you find the easiest? What ones are the most difficult? Can you think of practices that can be added to the list?

How 4 Tips Help Me to Read, Remember, and Learn

4 Tips that Help You Remember what You Read

Are you Sure that Leaders are Readers?

I used to think that leaders were readers because I kept reading that they were and the belief just seemed right. Many leaders do read, sometimes quite a bit. If you want an example, just check out Bill Gate’s book list. Some leaders believe reading is so vital, they put reading on their calendar. What do they read? Just about anything and everything.

I now believe the “leaders are readers” sentiment misses the point. Effective leadership requires more than reading. Leaders must not just be readers, they really need to be learners. I know from experience that reading many, many, books, doesn’t necessarily lead to learning. While focusing on reading seems productive, if we do not learn from what we read, then we certainly are not maximizing the potential of the book.

If learning becomes our focus, rather than reading, a new world of possibilities open for us. I hope to focus on other ways leaders might learn, but this post outlines four tips that have helped me to read better, remember more, and learn from what I read:

1) Take Notes

I can almost hear the groans! Yes, taking notes is my number one tip. I feel your pain. I hate to take notes, but I find when I do, I retain more of what I’m reading. Research confirms that I’m not alone, as this Harvard Initiative for Learning and Teaching Paper reports.

I suggest handwriting your notes as well. Michael Hyatt has written about the lost art of note-taking and some of his comments relate to hand-writing book notes too. Getting a notebook so you can keep a journal of your reading and learnings can help you as you read, but also becomes an archive of important discoveries. This LifeHacker article about perfecting note taking techniques gives great suggestions.

2) Review Your Notes

Why take notes if you don’t review them from time to time? When you take time to review your notes, the information has a chance to go from short-term memory, to long-term memory.

I have a tendency to forget what I read. There have been times I start reading a book only to realize I have already read it. At one time, I almost purchased a book that I not only had on my shelf, but I had made copious highlights and underlines in the text.

Perhaps you aren’t like me, but I find simply highlighting, underlining, and dog-earing pages, doesn’t help me to remember what I’ve read or learn much from the book, but reviewing my notes does.

3) Find “Actionable Items”

This tip requires more work than the others. I don’t always find actionable items as I read, but when I don’t, I wonder why did I even read the book? Why read a 150 or 200 page book if I’m just going to continue doing the same things over and over again? One goal of reading can be change and transformation. If I’m not changed by a book, then I probably haven’t fully engaged it.

Sometimes I wonder if it wouldn’t be better to spend more time with one book than reading many books. Being more selective would help me focus on quality works with actionable items leading to new skills. Knowledge doesn’t necessarily equate to wisdom, but applied knowledge does.

4) Get Help

We live in a great era for those who want to “get to the point” and forgo all the extra “fluff” that many books contain. Services like blinklist and MinistryLibrary distill pertinent information from books leaving the stories and antidotes for those with more time and desire to read.

Blinklist is like Cliff Notes, but shorter. They compress each book into multiple “Blinks,” each usually less than a page long. A book may have seven Blinks or up to around fifteen.

MinistryLibrary creates 5 – 10 minute videos summaries for each book and also transcribes the video just in case you don’t have 10 minutes, or you want to pass the information along to a staff person. MinistryLibrary also has “Workshops” which lists action items from the book, designed for staff to hold each other accountable to applying the lessons from the book.

Reading is one of many ways to become a learner. In future posts, I will explore some of the other ways to learn.

Yes, leaders are readers, but if we never learn from what we read, we forfeit the full potential of our books and reading time. If you have other tips, please share them in the comments!


Dr. David.

The One Word that will Change Your Life

Unimportant Words

domino-163523_960_720There was a Peanuts’ Cartoon where Charlie Brown was making a sign and Lucy, because the sign was wordy, kept marking out words one after another until all Charlie Brown had was a one word sign. Apparently, some words are unimportant. We can communicate without them.

However, some words are important, such as the word “not” in “Thou Shalt not…” Fun fact: In 1631, a bible was misprinted and the word “not” was left out of Exodus 20:14 making the verse read, “Thou shalt commit adultery.” Oops (For the full scoop, Wikipedia entry for The Wicked Bible). Some words are very important.

One Word To Rule them All

I don’t know if this is the most important word, but I’m finding it essential for my life. Spiritual formation, relationships, and even leadership are influenced by this one word and I am finding this one word transforms my life.

Are you ready?

The most important word I’ve found is “Intentional.”

Think about what difference the word “intentional” makes. Faith development and intentional faith development are different. Spiritual formation and intentional spiritual formation are different. The addition of “intentional” means we intend something to happen or to take place. Intentional means we enter into the task on purpose, rather than haphazardly. Adding intentionality to anything, kicks it up a notch…or many notches.

Intentionality alters leadership. One definition of leadership is having influence. When we exert influence, we lead. Everyone has some influence. If you are a parent, you have influence over your kids, spouses have influence over each other and customers have influence over businesses.

We are Always Influencing Others

Adrian van Kaam’s Formative Science says that we are always giving and receiving form. What does that mean? It means I have an affect on you and you have an affect on me. If I were to meet you and have a conversation, we would both be different. We might only be slightly different. Since we influenced each other, we leave our one conversation changed. In Transtherapy Counseling, van Kaam writes that the counselor influences the counselee, but the counselee also influences the counselor. Both individuals are different after the session.

Since leadership is influence and we influence each other, The question isn’t whether we are leaders, the question is, will we be intentional leaders? Will we use our influence to make a difference in the world and for God, or will we use our influence for our own agenda? Will we, with Godly intent and purpose, use our influence to pursue the mission of God? If so, we must become intentional leaders, learning, and becoming the leaders God has created us to be.

Following Through

While intentionality begins our journey, we still need to follow through, learning what it means to be an effective leader. I’ll point you to one book that can help you begin that journey, The Leadership Challenge By Kouzes and Posner. It outlines five leadership traits and is a great start toward intentional leadership.

You may not believe you are a leader. You may feel ordinary and not “special” leadership material. You are a leader, you just don’t know it. You lead all the time, but don’t consider what you do leadership. You lead your family, influence your friends, and give new perspectives to others. You may even lead with grace, compassion, and understanding. You might not bark out orders or tell others what to do, but that isn’t leadership. You lead, but perhaps accidentally rather than intentionally. If you ever rise up and decide to be an intentional leader…watch out…the world just might be transformed.

I’m interested in your thoughts about leadership and what it means to lead in your context. Leave a comment!

Shared Leadership and the Church

Wheels of Progress

In over twenty years of pastoring, I have not known the church to be on the “cutting edge” of culture. There may be an argument about some mega-churches focusing on innovation, but for the majority of churches, the wheels of progress move quite slowly. The statements of “We’ve never done it that way before…” and a fear of upsetting people, tend to keep churches from moving too quickly or too far out of their comfort zones.

The propensity to move slowly causes some to look to the business world to get ideas, processes, and inspirations. For years I hated this. “The church isn’t a business,” I would argue, quite smugly I might add. I never considered that both businesses and churches are organizations made up of people. Viewing the church as an organization causes me to wonder; would methods businesses use to effectively mobilize people for a common purpose work in churches? As I continue to see the church, especially my beloved United Methodist Church, slowly decline under cultural tendencies, and how some businesses not only address cultural trends in a way that is effective but thrive, I am convinced that it is time to explore whether any of their methodologies can help churches move forward in God’s mission.

Deja Vu Once Again

Have you ever felt like this?

“Consider the challenges of the 21st century enterprise: things change too fast for one individual to know how to best respond; there are many explanations for any event, and multiple perspectives are needed to understand what that event means and decide what to do; a pipeline of future leaders is essential…”

I know I have! I resonate with that quote. Actually, I resonate with the whole article (more on the article below). I even wrote something similar in Experiences in Transformational Leadership. In my article, I bemoaned how quickly everything changes, making adaptation difficult. Maybe you have similar feelings. You are working longer, harder, and have to know more than ever before. Technological advances help us find information in an instant, but with Facebook, Twitter, Email, text messages, and other technological tools that we have to learn and use, life becomes overwhelming.

Sharing is Nice

The article goes on to say:

“No wonder organizations today are drawn to the benefit of leadership that is shared, rather than concentrated in a single, charismatic individual. Regardless of the exact organizational structure or what it’s called, the times seem to call for leaders who can be first among equals.”

I could say the same thing for the church! Yet, this article wasn’t in Christianity Today, or Relevant Magazine. No, this article came from Harvard Business Review. Amazing.

Learning to Share

In the 21st Century, we must learn to approach leadership differently. If you are interested in the concept of shared or decentralized leadership, check out the article. I like the little twist when they write, “…leaders who can be first among equals.” The concept “first among equals” puts a bit of a spin on decentralized leadership where everyone is equal. Kaiser argues, in “Winning on Purpose”, that effective teams have someone in the lead. Someone, as Kaiser maintains, must be held accountable and it isn’t possible to hold groups accountable. Having a leader, however, does not necessarily mean others are unimportant or don’t have influence. Sharing leadership is one way to maximize the gifts and graces of those in the church. As the article explains, “things change too fast for one individual to know how best to respond…”

The article also states:

“This is more than delegation. It has to do with a team sharing a sense of purpose and responsibility for the overall leadership of the company. Different people may spearhead different aspects of the team’s work, but everyone is in charge, always.”

Shared values, purpose, and alignment of values and purpose, are topics that I plan on exploring on this blog since they are vital to flourish in the 21st Century. A new day has dawned,…well…actually a new day dawned quite a few years ago. The time has come for church leaders to embrace new leadership styles and develop leaders who move the mission forward.

Will shared leadership work in the church? What do you think it would look like? Are business methods even appropriate for churches? Is leadership overvalued in our culture? Leave a comment below.