Pivots are the new normal: Get used to it!

For those of us who like stability and that includes most, life has thrown us all a curve ball with the uncertainty of Covid 19 and what the future is going to look like. There are colleges, universities and seminaries on the brink, non-profits trying to figure out how to survive, churches scrambling to understand how to do ministry in this environment and, at the moment, Covid statistics going the wrong way. This is resulting in sometimes massive layoffs and major companies that have been with us for years on the edge of existence.

As one who leads and interacts and consults with other leaders, there is a very common word being used today: Pivot. 

A pivot usually occurs when a company make a fundamental change to their business after determining (usually through market research) that their product isn't meeting the needs of their intended market.

In prior times these might happen rarely. Today they are happening sometimes weekly with organizations that are trying to come to terms with today's environment. Those organizations, leaders and staff who are change resistant are often going to find themselves out of a job in this new and challenging time. We are sailing through uncharted waters that will demand the best of our thinking, skill and ability to change quickly (pivot) to new information or strategies. 

Those organizations who think things will return to normal and are just waiting for that time are in for a rude awakening. If you work for an organization like that, brush off your resume. You will probably need it.

This is what leaders, staff and organizations need to recognize: Pivots are the new normal. Your mission may not change. The service you provide may not change but the way your do what you do, your methodology and tactics will change. If not, your customers or stakeholders will likely change (and not to your benefit) because the world is uncertain, unstable and changing each day. 

Pivots are the new normal. Get used to it, embrace it and figure out what pivots you need to make as an organization. Those staff who cannot respond quickly to pivots need to understand the new reality.

Many staff members are those waiting for the past to return, for what we have known to come back. They need to understand that the world they have occupied will not return unchanged in significant ways. They need to be coached in how to respond quickly to changes in strategy and plans even though they may be change adverse. Unfortunately, those who cannot adjust will find their positions in jeopardy. 

If you are a leader, it is just as critical for you to realize that pivots are the new normal. As the Bible says in a different context, the old has gone and the new has come. Don't be caught unaware. Get ahead of the curve and try some bold moves. The status quo is history. 

A cure for meeting fatigue

Long meetings are a drag! They dissipate our energy, tire us out, and after the first 45 minutes degenerate from there. To stay awake, people look at their email, pretend they are taking notes while working on their computer and sometimes just try to stay awake, looking interested - which many are not. I have written many a blog is such long meetings. Because few are giving their undivided attention to what is going on around them a long meeting actually ends up longer because people are multi tasking.

It need not be this way. In fact, if a meeting goes beyond one hour it is probably too long. People can focus for that length of time if the meeting is facilitated well and that is often a big if!

Think about this. Most meetings cover predictable pieces of territory: financial; initiatives; alignment; problems to be solved and so on. Trying to cover these in one meeting is normally counterproductive. Instead, consider short SYNC meetings around those disparate topics where you have the key players in the room or on the call, and keep it short: 30 minutes; 45 minutes or at the most, 60 minutes. Using Google Docs so you can build shared documents, come with an agenda and take notes right there on the shared doc so that at the close of the meeting, everyone has the details. If assignments have been made record these at the end which becomes the first order of business the next time you convene.

Many short, focused, well led SYNCS are far more effective than long, interminable meetings. At the end of each SYNC give a one to five rating for the overall effectiveness of the meeting. That ensures that conveners will pay maximum attention to getting business done in an effective and efficient manner. Schedule your SYNCS throughout the week or the month as needed. If there are special initiatives use the same methodology for those that are tasked with that initiative.

Make a policy that you don't do long boring meetings. There is no joy in them and they usually don't accomplish what you want them to accomplish.

Paternalism (or racism) in missions

                          

I suspect that this blog will be considered controversial by many who read it. I understand that and am not out to hurt the mission enterprise - one I grew up in and one that I have led. Missions is in my blood and I have national friends in every corner of the world. While many western missionaries may disagree with my analysis I know that most of my national leader friends will not. They see the issues described here, feel them acutely but are not in a position to challenge them.

But - in this day of racial conversations I want to reflect a bit on what I call paternalism in missions or what some would call attitudes that are racist. I don't believe that paternalistic practices are intentionally practiced, and how can one call missionaries as having any racist tendencies? They have, after all,  committed to actually going cross culture - leaving their home culture and becoming a part of another culture. I have great regard for missionaries and grew up in a missionary family and know the commitments of my parents and others who were missionaries. But the issue is a real issue.

The paternalism I will address is not always intentional but is a matter of how we see and do missions from the west and often from the rest. The irony is that we can love others enough to give our lives to reach them for Jesus and still do this in a paternalistic way. 

Racism or paternalism can be defined as a group with more influence or power who interact with those with less power or influence and treat them as the junior power: someone whom we see as having less ability (and therefor less intrinsic worth) than us given our education, resources and abilities compared to those we are serving. When missionaries from the west are consistently the leaders in a relationship with nationals, have the last say, drive the strategy, and allow dependencies to develop we are creating paternalism. This spills over into our relationships.

I remember talking to an American missionary who served for years in Africa. He said that as missionaries they were not allowed to invite Africans into their homes, and he never did. If he allowed fellow Americans or other westerners into his home (and he did) but not Africans - what does that say about his view of the very people he came to minister to? 

In more recent times, I presided over an African conference the missionaries from the organization I was leading at the time. I also invited the key African national leaders that we worked with from across Africa. It was the first time that they had been together and the first time they had been with the missionaries from across Africa. It was powerful. We prayed for these African leaders, laid hands on them and asked them to strategize with us for the work of church planting across Africa. It raised a huge stir - among our own missionaries - who felt the balance of "power" shifting and we had to deal with their issues that we were giving too much honor to African leaders.  Was this paternalism? Was this racism? Whatever it was it was not pleasing to God who told us to see others as more important than ourselves. 

In order to combat this Western paternalism we developed some radical commitments. First we made it clear that we did not own anything, control anything or count anything as ours. Mission agencies are notorious for owning, controlling and counting other movements as theirs so they can "sell" their ministry to their constituency. In articulating and living this out something interesting happened. Movements came our way in significant numbers desiring to partner with us. Why? Because they saw what we had to offer, they loved the idea of movements working together and they understood that they would be equal partners in the relationship - as they should be. 

Second, we stopped doing things that they could do far better than we could including almost all church planting. We became partners and trainers and they became the church planters. In the process the church planting numbers for these movements increased exponentially and left our previous efforts looking very tiny in comparison.

Third, we insisted on equal partnerships. Each party involved could bring different pieces to the table but we were at a round table where no one sat at the head. Together we developed strategy and initiatives that were owned by the different movements involved. Rather than controlling we empowered and released. Rather than having the answers (which we didn't have), we came up with the answers together. 

I was asked recently where the major push back came from in this new way of doing missions (for us). I said, "our staff!" They were used to being the major players, being in charge, controlling the relationships and directing the ministry initiatives. It was a hard adjustment to move from the head position to a place of true partnership.

As I continue to talk with indigenous or national leader around the world, I know that paternalism in western missions (and often in missions from non-western countries) continues. The human condition is that of wanting to be number one, to see ourselves as better than others. In our society we actually call this racism and it infects the human condition everywhere. It is certainly an ongoing factor that needs to be discussed when it comes to world missions.

This should be a cautionary tale for those of us in the United States who say "we are not racist." We don't want to be I am sure but paternalism is often so ingrained that we cannot see it. Often it takes an outsider to point out where our words don't live up to our reality. It takes an attitude of real humility to face issues such as this and to modify our systems, behaviors, thinking and strategies. 

Great leadership in 22 simple words

HUMILITY

Leadership is not about me but about stewarding a trust on behalf of others and a mission that makes the world a better place,

SERVICE

Leadership is always about service: to those we lead; to those we serve through our organization; and to those that the organization interacts with.

INTEGRITY

Leaders model high standards of integrity and live with accountability as they expect the same from others in the organization. 

VISION

The ability to see the future and what could be is the mark of a great leader. Vision always believes there is a better way and a better future.

IMPLEMENTATION

Vision without a strategy is an illusion. Leaders are able to take concrete steps toward their vision on an ongoing basis.

CLARITY

The best leaders are able to articulate the mission of the organization with crystal clarity, build alignment around that clarity and ensure that the main thing is kept the main thing all the time.

RESULTS

Leadership should always have results that are consistent with organizational mission and clarity. Great leaders always keep the missional agenda of the organization front and center and can measure results and progress with precision.

ENCOURAGEMENT

Leaders lift others up and help them see what they can be and the contribution they can make. To be around a good leader is to be challenged to live up to one's potential.

EMPOWERMENT

Leaders give opportunity and authority away all the time. They don't control but empower within boundaries to the level appropriate for staff.

SELF AWARENESS

Leaders are life long students of themselves, how they are wired, who they need around them to be successful and how others perceive them. Good EQ is a priority for leaders. 

TEAM

Great leaders lead with and through others. They understand that there is wisdom in diversity of views and practice robust dialogue and cooperation.

RESPECT

Leaders always treat others with respect and dignity regardless of the situation. They set the standard for how individuals are valued in their organization.

  RESOLVE

Leaders are undeterred by barriers or problems. They will find a way around, over, under or through any barrier to achieve the mission.

RESILIENCE

Leaders must make choices that make others unhappy. They are not deterred by criticism or personal attacks but display remarkable resilience in the face of opposition.

CONTRARIAN

Leaders understand that conventional wisdom is often conventional and often not wisdom. Thinking like a contrarian helps uncover novel and new solutions to old problems.

LEARNING

Leaders are learners. They ask great and frequent questions, listen carefully and are naturally inquisitive. This posture provides them with unusual insight.

THINKERS

Thinking time is a standard part of a leader's life and schedule. They understand that busyness is not the goal but wise solutions and strategies. Thinking time is a high priority.

SIMPLICITY

Leaders are able to take complex issues and frame them in simple and understandable ways. They know that business is complex, complexity is confusing and their job is to simplify complexity.

REALITY

Leaders are always looking under the shiny hood to see what is really there. They value reality over rose colored glasses. They know that you cannot advance if you don't acknowledge what is actually present.

TRANSFORMATION

The best leaders are transformational in their leadership. They want to see individuals become who they were meant to be, a culture that is healthy and vibrant and an organization that brings transformation to their constituency.

MENTOR/COACH

Developing the current and future leaders of the organization is a high priority and time commitment of good leaders. They want to leave the organization  stronger and better when they leave and that is dependent on their coaching and mentoring of others. 

CULTURE

Good leaders do not settle for the culture that is but handcraft a culture that will help individuals flourish and ensure that the culture will help the organization reach its mission. They guard the values and commitments of culture rigorously.

The Law of Limiting Constraints

Every new strategy should be tested against the law of limiting constraints. Limiting constraints are the things that will prevent your idea or strategy from being as successful as you desire it to be. They are issues that become constraints to what you wish would happen but the constraint becomes a barrier. If, however, you can identify those probable constraints ahead of time and make necessary modifications to mitigate them, your strategy is likely to be more successful than it would have been.

I once led an international mission agency that was seeing too many unqualified personnel being sent to the field in spite of having a well honed system for vetting prospective missionaries. As we looked at the systems we discovered two limiting constraints that were preventing us from achieving better outcomes.

The first of these constraints was philosophical and the second was in the testing and interviewing we did. It is well known that mission agencies have a history of overlooking issues that candidates have since one of their main indicators of success is their total number of missionaries. Unless this metric could be changed from the numbers of missionaries to the emotional, spiritual, EQ, relational and skill health of prospective staff we would continue to get the results that were less than satisfactory. This required us to change our definitions of success for the recruiting department. The wrong metric was a limiting constraint.

The other limiting constraint was that we used ineffective testing materials and had the wrong people interviewing prospective staff. Bad information in, bad information out. We ended up shutting down our intake process for six months so we could build it from the ground up. Had we not dealt with these two limiting constraints we would not have solved our problems.

In both designing new strategies and evaluating current ones, take the time to ask what the potential or current constraints are that keep you from being more successful than you are. Then do the hard work of figuring out how you can remove those constraints from your system. Constraints are barriers to success. The more you can identify and remove those barriers the better off you will be.

What do you hate to do?

For all of us there are pieces of our lives that we don't enjoy doing. It can be in our personal lives or in our jobs. These are the things that we put off, procrastinate on and allow to pile up and the longer we ignore them the more daunting it looks. Often when we do tackle what we don't like to do we are grossly inefficient at it. After all we are not motivated to get it done. For those who are normally disciplined it creates dissonance knowing that the pile of stuff accumulating in a corner of the office is unattended to.

Even when we are in our perfect job there is a percentage of our time (20 to 40%) that requires us to attend to things that drain rather than fill us. For me it is taking care of small details. At periods of my life I have had administrative assistants who loved the details (a great blessing to me). At other times I have had to do them myself. I just don't enjoy doing them so it is easy to put them off. For some it is phone calls, for others meetings where there might be conflict. Whatever it is, it is important to deal with it.

The key to this dilemma is to develop habits (actions done enough times so they become habitual) that help us overcome our aversion and allow us to stay on top of important details. I have several suggestions.

First, schedule regular time weekly, in a block, to deal with those things that you really don't want to do. One can get a lot done in a two to three hour block of time. The key to this is to focus completely during that time so that one gets as much done as possible. When finished you have the satisfaction of knowing that a great deal has been accomplished.

Second, schedule a short period of time each day for the things that need to be done immediately but which you would otherwise be tempted to put off. 

Both of these should be in one's calendar and the more often we practice it the stronger the habit will become and the less aversion we will also have. In addition, the dissonance of undone work is no longer an issue and our tendency to procrastinate will be lessoned. It is, after all now a habit in our weekly and daily work. 

Of course we can always put this off....

Signs that a church board needs renovation

I am always surprised when Church boards deny that they need help when all the signs point to the obvious. Here are some symptoms of board dysfunction that should get our attention. They are not yellow flags but red flags that the board is sick and needs help. I have encountered boards that were literally on life support but did not know it or acknowledge it. 

• Board members dread board meetings
• Meetings are filled with dialogue that seems to go nowhere
• There are elephants in the room that no-one wants to name
• There is tension between the senior leader and the board
• There is tension between the board and staff over authority and responsibility
• The church is in decline
• There are unresolved issues between board members
• The board is divided over important directional issues resulting in a stalemate
• There is little vision for the future
• The board spends its time managing the status quo or trying to manage its own dysfunction
• There is no board covenant that defines board member's behaviors or if one exists the board is unable to hold one another accountable
• There are issues that exist that the board is unable to talk about
• Board members do not want to serve another term
• There is little prayer as a board
• Pride and agendas prevail over humility and the seeking of God's will for the board and church
• Senior leader, board and staff are not on the same page
• The board resists help even though all signs point to a need for it to get help so they can become healthy

Why would a board that suffers from some of many of these dysfunctions resist getting help? It takes courage to get help while fear keeps us from doing to. The result is that the church suffers (dysfunctional boards cannot lead healthy ministries), the board remains stuck in its ditch, good leaders eventually bail and God is not glorified.

As under-shepherds of Jesus who is the head of the church, we will one day give an account for our leadership according to Peter. If all the signs point to a need for help - get it - because healthy boards are a joy to be a part of and healthy churches are always led by healthy leaders. There may be some whitewater to navigate but a good board coach can help you navigate the rapids and land in calm water on the other side. 

If this is your board, choose the courageous route and get help!

I am available to meet with church boards and dialogue with them on the challenges they face and possible solutions. With zoom technology, this can be done easily at low cost to you. If interested, you may contact me at tjaddington@gmail.com.