Quick results verses long term sustainability in ministry

We are a people in a hurry.

We want results (and we should) but we want them now and often rather than ensuring that we do something well and sustainable, we opt for what we think will be the quick solution which usually fails in the long term.

We run ministry campaigns but can neglect the harder ongoing training in stewardship and generosity. We want people in groups but don't provide a long term sustainable model that keeps them there or grows their leaders. We want growth and put great energy into appealing services but don't close the back door through meaningful engagement of those who come - and thus many leave. We desire to train new leaders and design programs but don't mentor them through the process and give them opportunities to lead and grow and receive feedback.

Why do we so often neglect long term sustainability in our ministry efforts? Sustainability takes a lot more time and we want results now. Sustainability means that we know what we are going after, are committed to doing it well, have done our homework, thought through the issues, have someone who will lead the effort and are willing to start small and let it grow. In the short run it produces less but in the long run it produces exponentially more than going after quick results.

Take groups as an example. Almost every church values groups but most struggle to make it happen. They run programs to get them going and then they fizzle out and a few years later they try another tact. Yet there are churches (even very large churches) that have up to 75% of their adults in groups on a regular basis. In the first instance, the desire for quick results circumvents long term success. In the second instance, leaders have done their homework, built a sustainable model and are dogged in pursuing it for long term sustainability and success.

The next time you tackle a ministry initiative, ask this question: Am I going after quick results or do I have a paradigm for long term sustainability?

Helping individuals and organizations go to the next level of effectiveness.
AddingtonConsulting.org

Taking the long view of ministry strategy and results

A key factor in ministry success is whether we take a short or long term view regarding our plans and strategies. Many leaders are impatient and reactive and in their pursuit of ministry success they chase strategies that yield quick results at the cost of long term success.

A long term view of ministry results recognizes that you must lay a strong foundation upon which to build for lasting results. This includes finding the right people (staff or volunteers) who can help you get to your destination and creating a healthy results oriented culture in which the staff works. A third component of the foundation is having absolute clarity about what you are about, what your goals are and how you intend to get there. The right staff, a healthy culture and ministry clarity take time but any shortcuts here will short change your long term success.

Even with these three components in place, any strong ministry strategy must be built carefully and systematically. All too often we tend to substitute action (lets get going) for the hard work of thinking through philosophy and strategy that will yield long term results. The better the thinking on the front end, the better the results in the end. This is particularly true when your work involves change from the past. The process you choose will determine whether it is permanent change or a blip on the screen.

What gets in the way of building a strong foundation? First, we are often way too impatient to see something happen and shortchange the work we need to do to ensure that what we are building is built to last. Second, the foundational work is frankly hard work. It requires time, thinking and dialogue with the right people to put in place the framework for what you are trying to build. It is easy to default to action without the requisite deep thinking and analysis that good strategy requires. Third, too often we are chasing quick wins and while nice, quick ends usually don't yield long term results.

There is an ironic twist to the many conferences we go to in order to learn the secrets of success - often put on by large churches. They got where they are in most cases by a deliberate process of moving in the same direction toward a strategic goal. They did the work to ensure it lasted which is why their success was years in the making. We want to emulate them so we quickly rip off their strategies - forgetting that it was not the program or specific strategy that got them to where they are but a deliberate journey of clarity, patience, deep thinking and a long term strategy to achieve long term results. 

Long term success takes longer than short term wins. It also yields way more fruit than the latter. It is harder, slower, more work but ultimately it wins hands down in ministry results.

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

Moving from illusion to reality

Many churches and other Christian ministries (along with their staff and boards) live in illusion. Their illusion is that all is well, that they are making disciples, that they are seeing significant new fruit or that they are a healthy church. It is often illusion because it is what they desire to believe about themselves but it is often not the true reality.

Why live in illusion? It is a comfortable place to be as it allows us to believe that we are doing well. And we all want to do well. But, without a specific plan in any important ministry area we cannot move our ministry from illusion to reality. Getting to reality requires a plan, intentionality and the ability to measure the result. 

Let's take disciplemaking. Very few churches if asked have an intentional disciplemaking process. Even fewer have built disciplemaking into the very fabric of who they are so that it touches everything they do and everyone who is involved. And finally it is a rarer thing still to have a way of measuring the results of these efforts. Yet, without these kinds of steps the church is living in the illusion that they are doing well.

Here is an interesting exercise. Have you staff or board list the most important issues that you believe the church ought to be doing well in from a scriptural point of view. Then ask these simple questions:

• Do we have a real plan?
• Do we have a description of what we are after?
• Are we being intentional?
• Can we measure the result?
• How are we really doing?
• Based on the above are we living in illusion or reality?

These questions can be applied in the local church, on the mission field and in any Christian ministry. Of course the only individuals who will ask the questions are those who desire to live in reality rather than illusion.

(Written today from Berlin, Germany)

What got you to here won't necessarily get you to there

Think about that phrase: What got you here won't get you there. Those of us who lead organizations, ministries and churches often forget that truth. We assume that if we simply continue to do what we have done in the past we will get to the next level of effectiveness. Here is the truth. What got you to where you are got you to where you are. But without thinking differently, one is not likely to get to the next level.

An example of this is that of boards and what they spend their time on. In the early days of a ministry, boards often get involved in management decisions because there are few staff. As the ministry grows, however, unless they start to focus on governance and the future, they will become barriers to growth. What got them here will not get them there. Transition is needed in order to go to the next level.

Leaders themselves must continually reinvent themselves for the next run. Time priorities, focus on building strong team, constantly evaluating methods and strategies, awareness of the ministry environment in which they work and ensuring that the right people are in the right place in the ministry all become crucial elements. What got them here will not get them there. Figuring out what will get them to the the next place is one of the most important jobs of a leader.

It is the difference between General Motors who thought one could just do what they always did and continue to be successful and Toyota who knew that could not happen. One ended in bankruptcy and the other weathered the economy. Those principles apply to churches and ministries as well.

Understanding what got us to where we are is important. Understanding what will get us to the next level of effectiveness is even more important. Just thinking that it will happen by itself is naive. It is worth taking the time to think, pray and dialogue about your team and what will allow your team to go to the next level. It will require change - it always does. It may require rearrangement on the team - it often does. It will require a new way of thinking in certain areas.

What would it take to double your ministry success?

It was one of those serendipitous meetings this week. I was asked to meet with a ministry leader from another organization and he told me an intriguing story.

At a gathering of their leaders last year - about thirty of them - they sat around a table and did a study of the term "fruit" in the New Testament. They came to the conclusion that ministry fruit - ministry results were far more important to God than to them. That God's expectation was far higher than theirs. It was one of those "a ha" moments that groups can have.

This led them to ask what I think is an amazing question and one which I think every ministry should ask. "What would it take for us to double the fruit of our ministry?" A simple question - with profound implications.

Now this is a well established ministry overseas. With well established programs. It is a healthy ministry. They started to look at where they were spending their time and energy and what they were getting in the various endeavors for their efforts.

But the question, coming out of a conviction that God desired more fruit than they were seeing caused them to re-evaluate their programs and ministries. And they did something radical. Some programs they shut down to retool. Others they put on hold and they are trying new things and spending a year thinking strategically about how they can double the results of their ministries without changing the number of staff or the size of their budget.

I give this ministry high marks for asking the question. I think all of us who lead ministries or parts of ministries could benefit from asking that question. We might be surprised with what God shows us. And it fits with those who have a sense of urgency. We know that ultimately God is the one who brings fruit. We also know He wants us to be fruitful and there are things we can do that can make the soil better - including robust prayer strategies which often get lost in our activity.

Often the answer is just doing things more strategically in a more focused manner. Periodically we need to think about what we do and how we do it, especially as the ministry environment around us has changed. A few major changes can radically change ministry fruit.

What would it take in your ministry to double the fruit you see? It does, after all go to the heart of what God wants for us (John 15).

The art of negotiation, timing, and strategy in ministry change

Ministry attracts people with strong belief systems and convictions. Another way of saying that is that it attracts people can be very black and white, impatient and convinced that one must act - now!

It is what also gets many young leaders in trouble. Their beliefs and convictions get in the way of thinking through the ramifications of their actions. For them, it is about right or wrong. For others it feels harsh and often unnecessary. 

Ministry has politics like any other organization. Politics is not good or bad - depending on how one approaches it. It is recognizing that there are different groups in a congregation who share common perspectives that may differ from other groups and unless one can navigate those differing perspectives, you cannot lead. I would suggest that there are three skills that young leaders need to develop in order to navigate the political waters of leadership in ministry.

The art of negotiation
I have worked with many churches on reforming their outdated and noneffective governance systems. Rarely does one get all that one wants in the process because their are sacred cows embedded in the bi laws. Some of the issues may be seen as Scriptural issues, others not but they are important to someone which is why they got there in the first place.

Leadership is knowing how far and fast one can go without losing those you are leading. It is learning to negotiate differing concerns, seek common solutions while realizing that these are not usually hills to die on. Good leadership settles for what it can get at a particular time to move the ball down the field knowing that there will be another day to address other issues that need to be addressed. 

The art of timing
Even when one knows what needs to be done, knowing when to pull the trigger is just as important as knowing that the trigger needs to be pulled. I have just finished reading Rise to Greatness: Abraham Lincoln and America's Most Perilous Year (a great book by the way). 

One of the most critical issues Lincoln faced was that of freeing the slaves in America (Emancipation Proclamation). It was not a matter of if but a matter of when and how since both the timing and the way it was done had huge political ramifications at a time when the union was deeply divided over many issues. Lincoln took heat from many sides for not acting sooner than he did but he recognized that the when and the how were critical factors in the success of the what.

A leader can only successfully lead change at a rate that he/she will be followed. Move too fast and you lose too people and coinage. Move too slow and you lose good people who want to see ministry move forward.  Trusted counselors and boards can be immensely helpful in knowing the right timing.

The art of the strategy
When we talk about change we talk "change management." Healthy change is managed through negotiation, timing and strategy. Let me give a very practical example: I am asked from time to time by church leaders to help them move a staff member out of the church because of a bad fit, budget issues, re-organization, poor performance or some other legitimate reason. 

Letting a staff member go in ministry has consequences. Everyone has a constituency so understanding the potential response is critical, as is negotiating a win/win (where possible) with the staff member being let go. How you do it, when you do it, what you say about it and how well you treat the departing staff member all become critical factors in limiting the fall out in the church. One can do the right thing in a poor way and injure the organization.

There are two common themes here. First, there is an art to any kind of change. The art is to understand the politics and people involved, to know when to make the change and to have a strategy that minimizes negative fall out. The second common theme is that all of this takes a great deal of careful thought, patience and the ability to go where one can go and hold back when one must. Impulsive behaviors in change work very poorly. 

Young leaders grow in these areas by both success and failure. When necessary get a coach and some wisdom to minimize the dumb tax paid in the process

All of T.J. Addington's books including his latest, Deep Influence,  are available from the author for the lowest prices and a $2.00 per book discount on orders of ten or more.

Before you determine strategy

As an organizational leader and consultant I encounter many can do people with lots of creative ideas as to what the ministry they are a part of should be doing. Readers of this blog know that I love creative ideas. However, ideas and strategies can also be your undoing if you don't do some critical work first.

Before you go to strategy you need to go to another harder place - ministry clarity. Ministry clarity answers the four key questions every organization needs to answer: Why are we here? What are our non-negotiable guiding principles? What do we need to do day in and day out to maximize our impact? and What culture must we create in order to see our dreams realized. 

Without clarity which becomes the true north of your ministry strategies (whether good or bad) are merely floating ideas which may or may well not contribute to your end result. 

It is only when you know the specific direction you are to go that strategies come into play and the ones you choose should only be those that allow you to move toward the direction you have chosen. Many ideas will take you somewhere. The question is whether they will take you toward the God given vision you have articulated as to where your ministry needs to go. Many ideas and strategies will actually be counter productive to where you want to end up which is why clarity must come before strategy.

As a consultant I am often asked early in a relationship if the ministry should do thus and so. My answer is always "I have no idea." That surprises ministry leaders until I explain that until they have clarity on where they need to go there is no point in discussing specific ideas and strategies. It is truly the cart before the horse.

Many ministries do a lot of good things but never achieve the impact they could have. Usually that is because there is insufficient clarity to guide their decision making process. Clarity is always first, other issues come second. Chapters two, three and four in Leading From the Sandbox are all about getting to clarity. If you know this is a need for your ministry I would encourage you to take a look.

The difference between urgent and strategic

I live with a sense of urgency that the Gospel becomes well known in a world that desperately needs a Savior. Anyone who does not does not understand the eternal implications of an eternity without Christ.

That urgency, however, should never cause us to short circuit our effectiveness by failing to do the hard work of being strategic in our ministries. Many ministry staff are tempted for the sake of urgency to move fast rather than to  plan for lasting and healthy ministry results. Moving fast to meet needs often causes us to cut corners and allow urgent action to overshadow long term results.

This is certainly true in missions where it is easy to see a need, jump in and take quick action without the hard work of understanding the context, developing local relationships and working toward developing church planting movements that are indigenous, self supporting, reproducing, healthy and interdependent. Urgent action rarely gets one to long term effectiveness.

It can be hard in ministry to be patient in developing strategies for long term results. And many do not. The temptation to do something often gets in the way of thinking through how we are proceeding and the unintended consequences of our strategy. Acting impulsively often yields short term gains at the expense of long term effectiveness. It also can create significant chaos and instability for staff involved. 

Whatever ministry you are involved in, think long term and strategic. Allow the urgency to fuel strategic thinking and Spirit dependence. But don't allow the urgent to short circuit long term and lasting results.

The one thing that can change everything in ministry impact

We are always looking for ways to change the equation in local church ministry. While there are many things we can do to increase our impact there are a handful of things that the New Testament tells us are essential to do. 

One of them can change everything: helping God's people reclaim their God given call and potential in ministry: To develop, empower and release people to use their skills and gifts to advance His kingdom in their circles of influence.

The heart of our call as church leaders is to see all of God's people join Him in meaningful ministry. "So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, to equip his people for works of service, so that the body of Christ may be built up (Ephesians 4:11-12)." It is my conviction and I believe the New Testament teaching and example that our congregations will have impact for the Gospel to the extent that God's people are using their gifts and skills on His behalf.

Here are several ways to help make this a reality in the local church.

First, we need to create an expectation in line with Ephesians 2:10 that we were created by God for specific works and He wants us to join Him in His work to "destroy the devils work" (1 John 3:8) on our planet and bring the hope and restoration of the Gospel (Romans 1:16-17) that changes lives in God's power. None of God's people are exempt from that expectation and call.

Second, we need to reclaim the priesthood of all believers as the theology behind the expectation. One of the dysfunctions of the church is professional ministry where we hire staff to do the work of ministry and ask for people to assist. How would life look different if we understood that we are all called, all given specific gifts by the Holy Spirit and all of us God's staff! Practice follows a proper understanding of theology and this is a theology that needs to be understood by God's people.

Third, it is powerful to tell stories of how God is using regular people in significant but ordinary ways to share the Good News, be agents of compassion and help, infuse their workplaces and neighborhoods with His love and live out the good works Jesus created us for. Stories make the theology practical and doable. They encourage others that God can use them in significant ways by simply living out God's call on their lives.

Fourth, we need to make it practical in our teaching and preaching. God changes the world by ordinary people doing ordinary things in the power of God's Spirit in their circles of influence. We need to communicate this theology that God can and does use ordinary people to accomplish His work: "Brothers and sisters, think of what you were when you were called. Not many of you were wise by human standards; not many were influential; not many were of noble birth. But God chose the weak things of the world to shame the strong (1 Corinthians 1:26-27)."

Fifth we must redefine ministry. Ministry is not simply what happens in the church but it is living out God's call in each of our unique places and circles of influence. For some, most of their ministry will be outside of the church. Keeping it inside the church is the reason we have so little impact in our communities.

Finally we need to tell God's meta story of a world undone which God intents to make whole again through His death and resurrection and his return with a new heavens and new earth. In the meantime we are His agents of heaven to bring the hope and truth and love of Jesus to all places where we intersect. It is the fulfillment of the Lord's prayer, "Our Father in heaven, hallowed be your name, your kingdom come, your will be done on earth as it is in heaven (Matthew 6:9-10)." We are His agents to bring bits of heaven to earth as we live out our followership faithfully.

Our passion ought to be to see all of God's people find fulfillment in their lives and work as they become His ambassadors in ordinary places, in ordinary ways with results that are extraordinary because the Holy Spirit has infused our efforts with His power.

It's easier to plan than to execute

One of the challenges with many Christian ministry staff is the propensity to plan, plan and plan. Why? Because it is easier to plan than it is to execute. It is safer too! 

As long as one is planning nothing can go wrong! Also not much happens!

We tend to want to plan processes perfectly. It is a nice idea but it is impossible. What one does need to know is where one is going and what is going to be done to get there in the next one to three years.

If a plan cannot be explained on one sheet of paper (OK maybe a large sheet) it is too complex. Remember: ministry is complex; complexity is confusing; it is our job to clarify complexity. 

We need a plan but simple beats complex every time. Once we have a plan what we really need is a large measure of disciplined execution. 

Most ministries should do less planning and more execution - of a simple, understandable, reasonable plan.

Ever wonder why those long range planning exercises gather dust? They are too complex so they don't get done. Simple and workable is far easier to execute than complex. 

Can you put your organization's vision on ten power point slides with how you are going to achieve it? Try it. It will help you simplify your clarity. And it will help you get to action.

Your greatest ministry advantage

It is probably not what you think. It is not strategy, leadership skill, opportunity or execution - and I believe in all of these. It is the power of a prayer team behind you, lifting you and your ministry before the throne of God on a regular basis. 

I don't meet many believers who have a prayer team and that makes me sad. I am convinced that it is those who pray regularly for Mary Ann and me who are responsible for whatever ministry success is seen or advances that are made.

If we truly believe what Paul says in Ephesians six that there are spiritual forces at work behind the scenes to thwart God's work, then it is spiritual weapons we need and prayer is one of the most powerful. 

It is my conviction that every believer needs others who regularly pray for them. It is also my conviction that those of us who are in Christian leadership are foolish to do what we do without a strategic prayer covering for protection against the evil one. And, the greater the press into Satan's territory, the more concerted prayer we need. 

As I travel the globe in ministry leadership, I usually bring a prayer partner with me as part of my team. It is a significant annual expense but that expense is small compared to the benefits.

In our organization we encourage each staff member to develop a small prayer team of trusted and trustworthy friends to pray for personal needs (a group you can share anything with) and a larger team who desire to pray regularly. 

I usually send a monthly prayer update with me calendar so that the teams can pray specifically for the activities that I am engaged in. It is these teams that have prayed me through some very significant times including two life threatening illnesses. 

So convinced am I of the spiritual battle that rages around us, I will not enter into any major ministry initiative, trip or engagement without my prayer teams going there with me. If you don't have one, don't wait long to develop your team.

Paradigm shifts and the job of leaders

Paradigm shifts are very hard for most people to grasp. It is not that they are necessarily resistant, lack intelligence or don't want better results. The truth is that we see through a lens that is familiar and the unfamiliar is hard to grasp, especially if it requires us to think differently. The challenge is that the familiar will often not take us into the future. The world changes, and as it does the familiar often becomes our enemy, not our friend.


Interestingly, when change around us is rapid, we often cling to the familiar because it provides us with stability when in reality the familiar is destined to keep us from meeting new opportunities in our changing world. Think General Motors or Kodak. While they clung to the familiar the world changed and they were caught unable to catch up. The familiar was their nemesis.


For example, in the world of missions, the familiar is particularly dangerous as many of the traditional models will not carry water in the future. There are major shifts needed if mission agencies are going to meet the needs of a color world. Local churches must also make shifts in how they view missions strategy. In both cases, the familiar is the nemesis of future success.


This does not mean that what we did in the past did not serve us well in the past. It does mean that ministries need to ask the question of what will best serve them in the future. The future will never look like the past so it is reasonable that much of our methodology in the future will be different than in the past. That means a change in the way we think about what we do and how we do it. It is true in business and ministry. 


The challenge is that we are so used to the familiar that we often do not even question our methodologies. In fact, we often don't even think it is necessary to ask questions about our methodologies which is the real danger. And sometimes, those who do ask the questions are seen as irritants because they are messing with the familiar.


Leaders have the responsibility to take the time to consider where ministries need to go to meet the challenges of the future. That takes time, reflection and a lot of questions. No one else will do it for them. Then, they need to help their staff understand the needs of the future and press into needed changes in paradigms that will help them get there. This takes great courage because it requires us to give up the familiar for the unfamiliar.


Helping staff transition to new paradigms is a necessary, time consuming and dialogue rich discipline. Leaders who do not have the courage to position their ministry for success in the future leave their organization in a deeply vulnerable position. Here is what I know. The future is not like the past so we need to ask what old paradigms need to go and what new paradigms need to be embraced. And then, how do we help our staff and organization embrace new ways of thinking.

Enough planning - just do it and keep it simple and focused

Recently I saw a presentation for a ministry plan that was masterfully complex. It addressed every possible issue and would have taken a whole new staff to execute. In concept it looked sophisticated and it had to have taken months to plan and write. Bottom line: it was too complex, too complicated and didn't have a clear focus. The simple had been majorly complicated. 

Ministries are famous for complicated plans that complicate the simple. And in the process divert focus from actually getting ministry accomplished.

Does one need a plan? Yes! A simple, clear, understandable and workable plan. Simple trumps complex every time. 

If planning takes more than 20% of your time you are doing too much planning. You can always modify and tweak as you go so go do it. In fact, until you start doing you don't know what needs to be modified. No amount of planning will uncover the contingencies you will discover when you actually go out and do it.

So get out and do it, learn along the way, go back and adjust and do it again: Plan, do, check, adjust.

Are you majoring on planning or doing? Have a plan and go do it.

Keep it simple - like this blog.

A vision without a workable strategy is an hallucination

Vision is a funny thing. Lots of people (and leaders) have vision but many cannot deliver on that vision because they cannot develop a realistic strategy that will allow them to accomplish the vision. That is why a vision without a workable strategy is hallucination: an unfulfillable dream, a false hope and an empty promise. 


The problem with this is that vision usually comes from leaders and leaders have followers and staff. It is staff who have to live with the unmet dreams of their leaders and the implications of chasing a vision that they know is a foolish dream. I remember a leader I once worked for who hired a staff member to accomplish a specific task that was vital to the organization. 


As I listened to the vision of that new staff member and his strategy for how he would accomplish it I knew in my heart that "this dog won't hunt" but I was not in a position to do or say much as I was lower in the organizational chain and this was a senior level hire of a senior level executive. Nor was I asked my opinion.


In this case we wasted three years of effort, built a staff we had to eventually let go and lost one million dollars in the process. And I had to pick up the pieces when it fell apart and the staff member was let go. Not only did we pay huge "dumb tax" for the foolish expectations and their results but the senior leader lost great credibility in the eyes of his staff for leading us down a path that resulted in organizational damage and could have been avoided. The Walter Mitty vision of the senior leader was an hallucination.


It is not that this leader (the one who hired) and the staff member (the one who was hired) did not have a strategy to reach their vision. Their problem was that it was not a workable strategy. It was built on false assumptions, optimistic rather than realistic thinking which did not even move the ball down the field a bit but rather went the wrong direction entirely.


How does one avoid moving mistaking vision for dreams or hallucinations? A key is not to develop vision by oneself. Senior leaders should work the visioning process with other senior staff who must help deliver on the vision. That includes a reasonable, workable strategy for how the organization will accomplish its vision. Usually that will mean changes in the current paradigm or strategy that the organization is using. After all, the current paradigm got you to where you are but was not designed to get you to where you need to go next. 


That raises the question of whether the organization and its leaders are ready and willing to refocus their efforts, personnel and resources toward the accomplishing of the new vision? Adopting a new vision without refocusing the organization toward that new vision is also an hallucination. Refocusing may well mean that some staff who were key in the past will need to be let go in order to accomplish the new. It may well mean that other staff will need to be refocused and even organizational structures changed to meet the needs of a new vision and a new day. It is a grave mistake to assume that your current ministry paradigm will get you to a new vision and the next level.


Here are the kinds of questions that need to be addressed if a vision is going to be more than a dream:

• Is this a realistic vision and is it the right vision for us as an organization?
• Do we have buy in from senior staff toward a new vision and what is our plan to create a guiding coalition within the organization to move in a new direction?
• Do we have a realistic and workable plan to accomplish the vision?
• What are the unintended consequences of moving in our new direction?
• How do we need to restructure staff, budgets or organizational structure to focus on the new vision?
• How will we know if we are being successful and how do we monitor progress?

Vision is a wonderful and necessary element of leadership. But, a vision without a workable strategy is simply a hallucination.