Junior deSouza


In the last few years Junior has been increasingly sought for leadership training. While many of these are ministerial or church-related, he has also helped communicators, sports coaches, developing business leaders, even teachers and doctoral candidates, in some of the most nuanced and often overlooked ways.  

When doing multi-person leadership development, Junior loves to use small "Mount of Olives" home meetings. These relaxed, candid environments compel leaders to ask questions, share freely, dialogue in-depth, develop interleader intimacy, and practice their gifted craft in a nurturant, but guided, environment. Individualized follow-up spins off naturally and supernaturally from these profoundly productive meetings. See below for a few pictures from these equipping times.

A growing number of leaders have expressed interest in a regular quote, or brief commentary or devotional, from Junior on leadership. In response, this page is for you! (All content here and sitewide is the intellectual and copyright property of JDM. All rights reserved.)

On Organizational Growth:

Growth in a church or organization is a blessing and a challenge. The creeping eventuality is the fragmentation of once-cohesive departments into overly autonomous units. Overautonomy disconnects the departments from the visional, strategical, and cultural center (the apex leaders), and also disconnects them from one another. There are ways to counteract this, some intuitive (improvisation, situation-specific creativity) and some non-intuitive (structural, cultural).
     A non-intuitive tactic is to bind the apex leaders and department leaders, and possibly unofficial influencers, into a tight(er) team. Strengthen and deepen
 the neural connections from  the brain to the nervous system. The apostle Paul was phenomenal at nervous system techniques.
     Similarly, the nervous system must have stronger and deeper connections to the brain. Department leaders and unofficial influencers must have some degree of voice in the vision, strategy, and culture of the organization. After all, they are the boots on the ground interfacing with actuality and insular variables.