Learning organizations grow and live. Arrogant organizations die while looking back at the glory days. In my work as a consultant I can quickly assess if I am dealing with a learning or arrogant organization. No matter the size or age, learning organizations find themselves relevant to their audiences, while arrogant ones might continue to provide a product or service that fewer and fewer people seem to want. But when asked, no business, church, ministry would identify itself as arrogant. But here’s how I differentiate between them. Learning organizations ask the right questions. While we all want to do what we do better, sometimes that’s the wrong question to ask. “How should we do what we do better?” is a good question but “what should we be doing?” is a better one. You can improve your product or experience to the point of, not only diminishing returns, but obsolescence. You…

Some call it self preservation. I call it selfishness. As a consultant I see selfishness and a lack of respect for the team that happens in most organizations, including in ministry. But this less-than-ideal motivation is often masked as an altruistic quality by its offender. Here are few examples of how people hide their selfishness in business settings. The Exaggerator. He makes the problem bigger and more dire than it really is so he can assure his request gets funded. His new computer is way more important than anyone else’s. In my experience, people in IT have the corner on this one. Throw in a few jargon words like API, SAS followed by “security breach” and the boss is asking how soon he can have that computer set up. The Diva. Everyone knows that if she doesn’t get her way, there’s going to be a meltdown soon. The Diva’s project,…

Strategies and implementation tactics are too often built on a single person’s skill set instead of built on a plan that takes advantage of his or her skills and experiences. While some might call such differentiation “semantics,” it is an important principle that when violated can slow down growth and even derail an organization. Unfortunately I have seen this happen time and time again in business, not-for-profits as well as academia. The bright new  head of  “blank” (fill in a key position: IT, marketing, sales, development) comes in and wants to put his or her mark on your organization, and so, too often, all current plans, ideas  and systems are replaced by the new hire with his “better” ones.  While I understand the need to allow your new hire freedom to do his job in a way he can succeed, I also find the wisdom in protecting the organization from…

Your organization might have a good grasp on its vision: you know where you want to go. Most business or ministries I have worked closely with have a very well-defined vision statement. Some talk about their calling, and some still have what I have heard described as a “sense of destiny.” But in my experience an organization falters or fail to reach its vision not for the lack of direction, but by not having a clear understanding of the “how.” Vision, by its own nature, is the “what” question every organization must answer. What are we all about? What are we accomplishing? What defines success for us? All these are important and even primarily important, meaning, without clearly answering them, the following questions do not matter. But once that’s done, every organization must answer the next and critically important question, “how are we going to do that.” In my experience…

I’m responsible for my team. Anything or anyone who threatens the well being of my group becomes an issue I must deal with it. That is true even if the problem happens to be a team member…even a friend. That was a difficult lesson for me to learn. As a young manager, I remember coming to the realization that a good friend I had hired for a leadership position in the organization I managed was misplaced. While he had the temperament and personality for the job, he lacked the organizational skills to be effective at a  high level. No amount of training or coaching would bring him up to par. I agonized for months about what to do, even though intuitively I knew he could no longer lead that program. In the meanwhile I saw his performance continue to falter, his team flounder, and the entire organization under-perform. I was…

The more talents and skills you have the more likely you are to take something from nothing to up and running. Talented people who can learn quickly, adapt, and grow are the heart and soul of start-ups. But unless you learn to let go of most of those things, the organization you serve will not be able to grow beyond your incompetence level. Yes, incompetence. No matter how talented you are, you cannot be an expert on all the skills that your business or non profit need to grow and thrive. The skill set that got the organization from ideation to reality are not the same skills that will take it to the next level of growth. Early in my career as a business leader, I used to spend hours learning how to use software so I could design marketing pieces or edit videos. I had to come to grips…

“Great companies don’t really exist. What we have are great people whom collectively create successful businesses and organizations.” That was the heart of my presentation this week to our entire staff. As I tried to distill Jim Collins’ Good to Great into an hour lecture the bottom line because clear to me. According to Collins, breakthrough organizations not only have the right people on the “bus” but also have them in the right seats. According to him, that’s one of the most important dynamics, if not the most important, in creating truly successful  businesses. While it’s easy to talk about “the organization,” I think we easily forget that like a family, a church, a community or any social entity, a business is comprised of first and foremost of people. The more competent and dynamic the team is the more successful the organization becomes. It’s not a complicated concept. But let’s…

First impressions matter, whether you like it or not. They matter not only on a personal level but also on a business and even more so when it comes to a church. Our first impression of a business, store or venue sets our expectations for the type of product or experience we perceive we are about to get. The implications of your first impression are huge.  Starting at a deficit. If you don’t “present well” someone’s first encounter with your organization, then you will automatically go into a “deficit” standing. Starting here means you have to work harder to overcome the initial perception of your product, whether it be consumer goods, services or an experience. Basically you’re saying, “we’re better than what you think we are” and then you’ll need to spend time and equity to get your audience to see in a better light. Unfortunately, you often do not…

The essence of communication is to understand your product, your audience and to present your product in a way your audience can understand it. Simple, right? Well, not in my experience with legacy Christian organizations. Some are losing the battle with culture and relevance. First, let me define legacy organizations: movements, groups and churches that are in their second or third generations of existence. Some critics have accused these legacy organizations of becoming irrelevant thus finding themselves in trouble trying to recruit new followers, fund their programs and budgets and survive, much less thrive, in current economic challenges. But that’s not what I see happening in the American Christian landscape. While some might be out of touch, most of these ministries are led by godly men and women who are passionate about evangelism, missions, discipleship, social justice and serving and are trying very hard to advance the cause of the…

“He’s so smart. I can’t understand half of he’s talking about.” I heard that said of a speaker not long ago. I couldn’t disagree more. Good communication takes into account your target audience and tries to create a bridge between the message and the audience it’s trying to reach. Great communicators do now show off how much they know about a subject to the point of overwhelming or confusing someone else. That’s the fodder of insecure, pseudo intellectuals who want to make sure you know they are smarter than you at any chance they get. One of the challenges I face as a consultant is to help my clients to communicate clearly and effectively. The longer we are a part of an organization, a movement, an industry, the more likely we are to create and adapt to our own language, ideas, and set of standards that often miss communicate our…