Over-explaining things

How many times should I have to explain the reasons behind something? Many times, about many different things, I've explained something. Then a period of time passes, and nothing happens and I bring the subject back up and I have to re-explain whatever it is again. And then nothing happens and a period of time passes, I bring up the subject again and still have to re-explain everything again. I go through all the reasons why something needs to be done and get agreement on the subject, but then nothing gets done and I have to fight for the thing again later.

In my mind, if someone talks to me about something, and I make a decision about it, that's it. I don't forget about it and not do anything, I remember the decision and I take an action. That doesn't seem to be the case here.

There are many instances I could explain, but won't. The main issue is that I'm getting sick of the lack of follow through and re-explaining things. I feel that I should be able to have one discussion with someone, and when we come to a conclusion on a given topic, that should be the solution and it should be put into place. I shouldn't have to go through the difficult discussion several time to get to the same conclusion.

So, what do I learn from this. Be a man of my word. If I say I'm going to do something do it. If I don't really intend to do it, then say that. Once I have a discussion with someone about a topic, I need to be able to remember what we decided on and take some kind of action on it.

How do you work for someone you don't respect as a leader?

I work for a guy who's great with people. He loves to be around people, he gets energized by being around people, he will do anything for a person. But when it comes to leadership, I have yet to find (after 3.5 yrs) any real leadership traits. There's no organization, no vision, no administration, no influence (except with old ladies & children), no communication, no competence, no courage, no focus, no follow-through, no initiative, he may have expectations for his staff members - but doesn't have the gull to inforce those expectations.

I'm trying to be the best leader I can be, I'm trying to grow as a leader and I'm constantly evaluating myself and my leadership skills to see where I can improve, and then coming up with a way of improving in those areas. I'm really wanting to make a difference in peoples lives, and I want to be used by God to impact lives for an eternity, and I see that I need to be a good leader to do that. How can I work for someone who isn't doing the same thing? Someone who feels as though they have arrived as a leader? I don't understand how you can feel a sense to do your part in fulfilling the great comission and yet not do anything to improve yourself and thus your organization to do better at that.

I've read John Maxwell's book, the 360 degree leader and paid special attention to the leading from the middle about how to lead up. I had already been doing most of those things. In fact the things we are doing now in regards to strategic planning and thinking through and coming up with a philosophy of ministry have come about because of my constant pressure on my boss. The sad thing is, if I hadn't been pressuring him to talk about these things, they never would have been talked about. And the church would never have looked at these things that have kept the church from growing beyond it's current size for over 20 years now.

So, how do I respect this person?