Food For Thought


Creating a family leadership plan that sticks!

            Have you ever thought about why certain organizations can overcome almost any crisis, setback, economic downturn, and yet remain incredibly profitable? The leaders of these firms anchor the organizational culture by infusing teamed commitment.  It is to say that, crystal clear management objectives along with subordinates understanding the skills of the leader can create an environment where individuals welcome new innovative approaches (Natarajan & Nagar, 2011; Warrick, 2011).

            Examining organizational commitment can provide a dynamic lens for families to develop collective New Year’s plans that stick Transformational leadership theory can be used to help family leaders bring about positive changes in teamed commitment, as leaders can discuss mission influence, inspiration, and introduce open dialogue for individual needs ( Warrick, 2011).  As a result of the open sharing of perspectives individuals will learn the importance of specific family goals, individual gaps, and fears. As families have planning sessions that are more open to teamed input, new ideas will surface to better evaluate alternatives to avoid family crisis. We can develop strong family leadership plans and we must “Stop” as a family and “Plan”. 2016 is a great year for leadership anchoring! Pray as a family before you start your planning session and know the man from Galilee will be committed to making it a reality. Creating a culture of relentless adaptation at home by developing family plans that stick!

Matthew 18:20

        “For where two or three are gathered in my name, there I am among them”


Natarajan, N. K., & Nagar, D.(2011). Effects of service tenure and nature of occupation on organizational commitment and job satisfaction. Journal of Management Research, 11(1), 59-64.

Warrick, D. D. (2011). The urgent need for skilled transformational leaders: Integrating transformational leadership and organization development. Journal of Leadership, Accountability and Ethics, 8(5), 11-26.