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.

George Floyd and a modern parable of the church

The scene was horrific and painful to watch for 8 plus minutes, especially after the words "I cannot breathe" faded into quietness. One officer on George's neck and three more looking on as life slipped away till there was nothing. 

As I watched the scene I thought to myself, "what does it take to wake up the American church to oppression and injustice? Will we wake up this time - in this case to latent racism in our nation?

Yes, the obvious signs of racism of Martin Luther King's day are gone: separate entrances, water fountains, seats and schools, zoning and voting laws that exclude, but still, invisible to many, but not to people of color, the experience of growing up in this country is very different. Often painful, and sometimes fatal.

Is the American church like the three men who looked on as injustice was done? We ask, "How can these men not rescue a dying man at the hands of another officer?" "Why did they not act?" Yet for how many years has the white evangelical church in America watched but not acted as racism existed around us and more to the point among us? Bystanders cried out to the police to let George breath but the police ignored them. Is this like the majority church in America that has largely ignored the pleas to wake up to the reality and evils of racism? 

We have denied there is a problem. We have said we are colorblind and have no racist bones in our body. We have said the gospel changes everything (and it should) and all we need is Jesus all the while denying what is so obvious to so many. We have ignored the underlying causes and then cried for law and order in our streets. We have blamed it all on politics and political agendas and many other issues of which there are many. But we have not listened to our friends of color to hear their reality or their experience. Like the three officers we have stood silently by. 

Will we wake up now as churches are grappling to explain the chaos of our current world? Will we call racism where it exists sin! Will we recognize that many of us are culpable by not speaking up out of fear that we will be criticized and maybe marginalized by people we know in this divided world. Divided by race, by politics, by life experience and by (may I say) our own ignorance or indifference? 

This is a sin problem, not a political problem. As Aleksandr Solzhenitsyn wrote in The Gulag Archipelago: "If only there were evil people somewhere insidiously committing evil deeds, and it were necessary only to separate them from the rest of us and destroy them. But the line dividing good and evil cuts through the heart of every human being. And who is willing to destroy a piece of his own heart?"

None of us are exempt. Not me. Not you. We cannot raise this issue without implicating ourselves. We have not lived up to the Law of Christ that we love one another as He has loved us. That we would go so far as to die for one another as He gave His life for us. And so, too often, we stand and watch, careful not to ruffle the feathers of the powers that be - often those with influence and money - or challenge a status quo that is often driven more by political affiliation than Jesus. In fact, most discussions of racism quickly revert to political leanings and rarely to the Law of Jesus.

"A new command I give you: Love one another. As I have loved you, so you must love one another. By this all men will know that you are my disciples, if you love one another" (John 13:34-35).

• When it comes to the issue of racism we have violated this command.

• When it comes to the issue of life we have violated this command focusing primarily on abortion but not on all the other issues of life that affect people like poverty, racism, oppression, hunger, injustice and those who do not have the standing or power to defend themselves. 

• When it comes to the issue of Christian unity, we have allowed ourselves to be divided by politics, race, socio-economic status at the expense of Jesus and the Gospel He preached. 

• When it comes to generosity we have often chosen to fund our lifestyles and ministries but to ignore those who are in need. Like the Corinthians we have enjoyed our success and wealth (2 Corinthians 9) and have not given out generously like the Macedonians did (2 Corinthians 8).

• When it comes to justice we have stood up for our rights but have often not taken up the cause of the powerless. We have ignored the command of God to care for the widow, orphan and alien - standing for all those who are without standing in society.

In these and many other ways we have stood and watched because it was dangerous to our reputation, friendships, politics or convenience to speak up and act! That would mean that we had to consider the line dividing good and evil that cuts through our very own hearts. And that would be too painful, too personal and involve genuine repentance - something that rarely happens anymore.

In the case of George Floyd there was no Good Samaritan among those who could have helped him. In the case of the American church  there have been far too few Good Samaritan's. We passed by on the other side, busy with our own affairs. We saw but didn't act. Sometimes we never even saw. Yet we were certain in our theology and righteousness while we failed to act against unrighteousness. 

Is God speaking to us through the prophet Isaiah when he writes: "Is not this the kind of fasting I have chosen: to loose the chains of injustice and untie the cords of the yoke, to set the oppressed free and break every yoke? Is it not to share your food with the hungry and to provide the poor wanderer with shelter - when you see the naked, to clothe him, and not to turn away from your own flesh and blood? Then your light will break forth like the dawn, and your healing will quickly appear; then your righteousness will go before you, and the glory of the Lord will be your rear guard. Then you will call, and the Lord will answer; you will cry for help, and he will say: Here am I." (Isaiah 58:6-9).

If we will say "Here am I" and show up to those things that concern God, He will say to us "Here am I."

I for one repent. I ask you to join me.

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One critical issue for new leaders: The speed of change is directly related to the speed of trust

Coming into an organization as a new leader is an event that will test the ability of even the best leader to manage the transition well. This is because change is an inevitable part of the process. Each leader has unique gifts and skills and they are hired because their gifts match the organizations needs at that time. So change is a given. Yet, that very change although needed, and even endorsed by those who hired the leader can be a difficult process. There are three reasons for this. 

One. Regardless of your resume or accomplishments which may bring great hope to the organization, you as an individual do not yet have the trust of the staff. This is even more important if the previous leader had violated trust with the staff as you may be seen through their lens.

Two. You are coming with a vision for the future but there is often a DNA and a culture that will stand in your way until it is changed - if it needs to be changed. In other words, if culture needs to shift, that is perhaps your most important work because culture trumps everything (even the best leadership), Until you have a culture that will allow you to move forward without a drag on the organization, many of your efforts will prove futile.

Three. In most organizations you have two primary staff constituencies: those who represent the past and will cling to the ideals of the past and those who represent the future and want to move forward. How one deals with this will vary but a new leader needs to recognize that both groups exist and until there is alignment, some things will have to wait.

The key to navigating these three realities is to build as much trust with staff as quickly as possible. Trust is the most important coinage a new leader has so developing that bond of trust is the most important and pressing job. 

Trust comes before most actions although taking some actions can actually build needed trust.  This will be counter-intuitive for many leaders because leadership is all about action. New leaders come in with a vision and an outside perspective that allows them to see what others don't see and they are ready to move! What they don't understand is that those they lead can either make their life easier or harder depending on the degree of trust that exists. Trust can be built quickly if you have a strategy for doing so.

Here are proven ways to get to where we desire to go.

First: Honor the past but build for the future. Too many leaders act as if nothing done before their arrival has any significance, forgetting that the present staff was all part of the past to one degree or another. It is not necessary to criticize the past if one has a vision for the future.  Honoring the past while you build for the future does not disenfranchise staff who were part of the past.

Second: Listen - a lot. Trust happens when individuals feel that their story and opinion counts. A new leader usually comes into their position with a well formed direction they intend to lead the organization. This a time to listen before revealing all that is on their mind. There is a large upside to this. In listening carefully to key staff, one can also make judgments as to whether they will fit in your preferred future. Listening builds trust in a significant way.

Third: Ask a lot of questions rather than making statements. Dialogue trumps telling every time and dialogue is nurtured by good questions. The answers to your questions also tell you a great deal about the thinking ability of staff, the vision and dreams that they have and the thoughtful nature of their responses. 

I have realized on a number of occasions that if I had not taken the time to get to know staff I would have made poor decisions. I would have let people go I actually needed and I would have kept those who did not actually fit. Our first impressions may not be accurate and until there is dialogue one will not know.

As you listen, you are making judgments regarding people and strategies. Where there are things you strongly disagree with, keep your own counsel or speak only to those who can help you make necessary changes. Careless words to others will cost one needed trust. 

Fourth, affirm everything and everybody that you can. You may not be able to affirm everything but you can affirm some things. The same is true with people. And remember, if there is a significant need for organizational change, it is because of a prior leader who allowed the organization to atrophy. There are staff who probably knew what was happening but their hands were tied. Don't blame them for what they were not responsible for. Be generous with your praise even if you intend to change many things. Criticism elicits no coinage. Affirm what you can and where you cannot, be light on criticism.

Fifth: be gracious even with those who won't be with you in the future. Graciousness costs you nothing. It is easy to be critical but the best leaders practice graciousness even when making needed changes. This means that we watch our words, our criticisms and our attitudes. 

Sixth: Share your vision for the future but cast it in "wet cement" so that staff can dialogue with you on that vision. In order for your vision to become a shared vision you need to engage people in significant dialogue. One cannot just pronounce vision. And a new leader's vision will not prevail anytime soon unless he/she can bring staff along with them. Find multiple ways and venues to share a new vision for the future and engage in dialogue. Again, listen carefully. Staff may know things you don't know and will either be able to help you or hinder you.

Seventh: As new leaders we come in with our plans but we need to realize that an organization can change only as fast as people can react to the speed of change. The speed of change is directly connected to the speed of trust. The higher the trust level of staff the faster the change. The lower the level of trust the slower the change. What this means is that the speed of change we are proposing is only possible if we are paying equal attention to the speed of trust. 

I have watched new leaders this transition because they believe that leadership is simply making the right calls. They made what they thought were the right calls but didn't listen to the wisdom of others, nor did they develop the level of trust they needed to bring staff with them. Eventually staff rebelled or constituents pushed back and it was over - especially true in nonprofits and churches.

Remember the speed of change is directly related to the speed of trust. Change always requires trust if you desire to being people with you.

So what is the most important job of a new leader who desires to bring change to an organization? It is the building of trust because trust is the coinage that allows them to lead in new directions and in new ways. The faster that trust can be developed, the faster the change can be implimented.

George Floyd and what God wants from His people

“Is not this the kind of fasting I have chosen: to loose the chains of injustice and untie the cords of the yoke, to set the oppressed free and break every yoke? Is it not to share your food with the hungry and to provide the poor wanderer with shelter - when you see the naked to clothe him, and not to turn away from your own flesh and blood? Then your light will break forth like the dawn, and your healing will quickly appear; then your righteousness will go before you, and the glory of the Lord will be your rear guard. Then you will call, and the Lord will answer; you will cry for help, and he will say: Here am I.” - Isaiah 58:6-9

Fasting is a spiritual discipline of clearing our hearts and minds so that we can concentrate more fully on God. The religious elites of Isaiah’s day loved to fast and ensure that everyone knew they were fasting - and that they were holy because of their religious practices. But God isn’t impressed with our religious practices, our going to church, our prayer or our Bible studies if our lives don’t intentionally reflect His.

God gets very practical here. The fasting He desires from us is to loose the chains of injustice, to break the oppressed free, share our food with the hungry, provide people with shelter, clothe the naked and not neglect our fellow believers. All of these characteristics reflect the compassion and heart of our God. In fact, they are proof that our spiritual commitments are real and that we value what God values.

Our world has a great deal of injustice and oppression. We witnessed this again last week with the death of George Floyd. We cannot shut our eyes to the realities of injustice in our society if we call ourselves followers of God. If our hearts are not broken like His heart is broken over  such events (and there have been many such events) we simply don’t have His heart. The marginalized and oppressed, the hungry and the homeless all matter to God. 

As a matter of fact, don’t ignore the promises that God makes to those who care about the things that God cares about. “Then your light will break forth like the dawn, and your healing will quickly appear; then your righteousness will go before you, and the glory of the Lord will be your rear guard. Then you will call, and the Lord will answer; you will cry for help, and he will say: Here am I.” 

Those are amazing promises. They are promises our country needs at this time. They are promises the church desperately needs. And they are promises each of us need individually. When we live out the character and heart of God and we cry for help, He will say, “Here am I.” 

It is easy to find reasons not to address issues in our communities or nation. But God’s people don’t stand idly by when there is injustice and oppression or deep human needs. It may take prayer and creativity to know how to respond but to respond is to be like Jesus. One thing all of us can do is to pray against the injustices, oppression of our world. But there are many practical things we can do as well. What we do may be different in differing circumstances but act we must. 

PRAYER

Father, forgive me and forgive our nation for too often not speaking up when injustice and oppression are present. Forgive me and forgive the church for not meeting needs around us that we could meet. Help me to not only believe the truth but to walk in truth. Keep me from a false religion that is not worship of you at all. May my commitment to you be genuine in spirit, in truth, and in action. Amen.

George Floyd Left a Gospel Legacy in Houston from Christianity Today

George Floyd Left a Gospel Legacy in Houston

An article from Christianity Today