Engage Others



    • We learn with others and encourage learning while working.
    • We recognize and reward the work and effort of others.
    • We model appropriate behaviour and deal directly with inappropriate behaviour.
    • We coach, provide, teach and create learning experiences in the context of the organization.
    • We create development plans that focus on learning in areas of strength.


    • We model and provide wellness activities and initiatives.
    • We create and foster trust in connected relationships.
    • We maintain a focus on safety, service and quality during change initiatives.
    • We ensure resources are aligned with performance requirements and that people have what they need to perform effectively.
    • We celebrate success and acknowledge failure.


    • We ask coaching questions and listen wholly to answers.
    • We are sensitive to cultural nuances.
    • We focus on what and how to communicate.
    • We use and foster mentoring, coaching, and dialogue in conversations.
    • We use different forms of communication to capture attention.
    • We treat alternative perspectives with respect, even when in conflict.


    • We encourage team participation from external partners, stakeholders and community.
    • We find ways to use people’s strengths for team projects.
    • We foster collaboration.
    • We share vision and clarify goals and objectives which align with organizational mission and strategy.
    • We create collaborative opportunities to learn and build trust.

    LEADS in Action

    Reflection by Kim Chan

    The bandmaster requested that I focus my time with the band around unity, and the LEADS framework immediately came to mind. The components of ‘engaging others’ emphasize the importance of teamwork to accomplish ministry goals effectively and efficiently. 

    I divided the band members into groups and gave each group a Lego set. Then I asked each group to function as a different type of team—a basketball team, bowling team, surgical team and an orchestra—while they put together the Lego. How would each team approach the task? 

    A basketball team works together, combining individual skill and talent to produce a product greater than the sum of its parts. This is also true of an orchestra, and in both cases, there is a leader/coach whose role is to create a better whole. 

    This is very different than a surgical team, in which the leader provides specific directions and calls on each member of the team to contribute their expertise at moments in time. They may be asked to work together, as well as provide feedback, but they are at the command of the team leader. 

    The bowling team has another dynamic. Each player simply takes a turn and has nothing more to do than cheer when their teammates are participating. 

    After the exercise, each team shared whether they were able to complete the task, and the moments of collaboration and frustration in the process. When team members were asked to switch roles or join a team that functioned differently, the consequences were significant. When a team worked well together, it was based on their knowledge of each individual role, but also how each member completed the team. 

    This relatively simple activity, used as a tool to demonstrate the importance of the ENGAGE OTHERS domain, asks participants to consider individual strengths while being part of a team. It also helps to demonstrate the need to foster collaboration within a group. 

    Creating an environment of high engagement is important for those in leadership. All types of teams can be successful, and different teams are needed at different times. We must pay attention to the characteristics of the various groups we are trying to lead and ensure that all members are engaged. Sharing vision and clarifying goals that align with our mission and strategy help to engage others and build the organization at both the local and territorial level.

    Achieve Results