Women and girls endure unspeakable horrors during war according to Human Rights Watch

JULY 10, 2015

Women and Girls Endure Unspeakable Horrors During War and the UN isn't Doing Enough About it

Are you bored?

Boredom happens when we have accomplished what we set out to accomplish, and there is, therefore, either margin in our lives or a sense that we have done what God had for us. In other words, it is an indicator that we need to be looking for what God has for us in the "next season." Sometimes we find ourselves bored and unfulfilled without even realizing it until someone around us points it out.

That does not necessarily mean a different job. But it probably means a different focus. We either respond to symptoms of boredom by settling for what is, or we actively ask the question, what does God have next?

I spoke with a leader yesterday who has been through a period of years that were hard but necessary. But he knows that the season is over and it is time to move forward, and the question was, "What is the God-sized task that I can give myself to in the next five years?" His job is not changing, but his focus is.

Whenever we refocus, we want to keep in mind what it is that energizes us and gives us the most joy - the lane God made us for. That is where we will be the most productive and receive the greatest satisfaction. The closer we get to that place, the more effective we will be. There are certain seasons when we need to pay attention to things outside our areas of strength, but when we refocus, it should always be in line with who God made us to be.

If you were to refocus your attention and to do so around your areas of greatest gifting, here are two questions to consider. One, what is the God-sized "ask" and "task" for the next season? Two, how do I rearrange life so that I can go after it? Those who ask these questions find themselves with greater satisfaction and greater effectiveness.

At Addington Consulting,

We Simplify Complexity

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When not to write new organizational policies

In my experience, organizations often have too many policies and policies that reflect a general distrust of staff. It is always interesting to read the policies of organizations that I am helping because they usually give me insight into the problems that they have had in the past (solved, of course, by a new policy) and the general level of trust and empowerment in the organization, often low.

Here is something to remember. Policies reflect an organization's culture but do not create culture. People create culture, and policies reflect whatever culture is created. While policies are obligatory for any organization, how and why they are written sends a message to staff.

Here are some reasons not to write new policies.

One: Someone has done something dumb (It happens)! The answer is not to write a new policy but to deal with the individual who has crossed a line. It is unfair to other staff to establish policies based on one individual's bad choices. No policy can keep people from doing dumb things. Deal with the individual rather than write a new policy.

Two: You want to deal with an issue of organizational culture. The culture of organizations is a matter of leadership rather than of policy. I can create a culture that avoids gossip, but I cannot write a policy to do the same. Some issues are issues of leadership and modeling rather than of policy.

Three: You feel a need to control what people do and do not do. If we have a need to control people, we are either poor leaders or have hired poor staff. Mostly it is the former rather than the latter. The longer a policy manual, the more there is usually a desire to control rather than empower. 

In our organization, there are periodic issues that remind us that we need to clarify issues with our far-flung staff. What we rarely do is write a new policy. Rather, we create a dialogue on the issues so that they filter through the organization. For us, it is about creating a healthy culture with healthy leaders, staff, and teams. Only when necessary do we write a new policy.

Always remember that policies reflect culture. They do not, in themselves, create culture. It might be instructive for all of us who lead to have an outsider read our policies and give us feedback as to what they see. In one church I consulted with, I suggested that their policies reflected a great distrust of support staff. Reading them through that lens, they agreed with me. They had used policies to do all three of the above-named issues rather than simply spell out their non-negotiables and commitments. 

At Addington Consulting,

We Simplify Complexity

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An interesting view of the challenge of mega churches

Tullian's tragedy: How the megachurch business model is failing everyone, including pastors

Posted from Oakdale, MN

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.

What real values underlie your ministry and can you name them?

All ministries operate out of a sense of values, either stated or non-stated. The best ministries have a clear set of values that everyone knows and lives by. Most ministries have a written set of values that no one knows and few live by. Which describes your ministry?

I often interact with church staff and leaders and ask them this question: "What values underlie your ministry?" In most cases I am told that there are a set of values somewhere but they would need to look them up. That is an "Ah Ha" moment for me as it indicates that whatever values are written down, they do not impact the ministry in the least.

Values matter - a great deal. When there is not a set of values all are committed to, everyone lives by their own set of values. In other words, there are competing and disparate sets of values rather than a set of values that unites. One of the most critical jobs of a leader is to establish values that undergird everything the ministry does. Often leaders do not do the hard work of clarifying values which leads to competing values. 

Competing values lead to competing agendas which leads to conflict and misunderstanding. Do you have a set of values that all in your organization subscribe to? If not you have competing values and it will lead to chaos over alignment.

Posted from Oakdale, MN

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.

No ministry stands alone

Ministries love to start new initiatives. Unfortunately many of these initiatives do not contribute to the mission of the organization whether church or other non-profit. This is also true in mission organizations where it seems that any idea is a good idea as long as there is someone to champion it. I disagree! When we say that no ministry stands alone it means that all strategies must contribute to the whole and anything that does not contribute to the whole does not belong! 

In fact, when ministries stand alone, apart from the overall mission of the ministry, it is wasted energy (even if it does some good) because it does not contribute to the whole. This is why, for instance, in our organization, anything that does not contribute to our overall mission of multiplying transformational churches among all people is not a viable ministry - for us. It is not that it might not be valuable for others but it is not our mission and does not contribute to what God has called us to do. We are exceedingly wholistic as a mission agency but everything must be connected to our overall goal.

This is where an emphasis on programs gets in the way of the mission. It is easy to start programs but often those programs do not contribute to what we believe we have been called to do. This is why both mission agencies and churches end up with siloed programs and ministries which do not contribute to the overall mission of the organization - if they have one.

In my view, no ministry should stand alone - apart from the mission of the organization and if those who promote it cannot show how it contributes in a meaningful way to the whole it should not happen. Especially if one desires to build a cohesive, aligned ministry where all the arrows point in the same direction. In our organization (ReachGlobal) it does not happen. Yours?

Posted from Oakdale, MN

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.

High accountability and low control are keys to ministry success

It is interesting to me that we often get a key value wrong in ministry. In most organizations, there is an ethos of high control and low accountability when in reality, the opposite should be true. People don't like to be controlled! At the same time, they should be accountable, but we often don't hold one another to that, especially in ministry situations. High accountability and low control are keys to ministry success!

High accountability speaks to the value that the quality of our work matters. In ministry circles, there is often the thought that all that matters is that I am faithful. I disagree! We also need to be thoughtful, strategic and focused and have a plan that makes sense. That is where high accountability comes in. We often forget that we are engaged in matters that impact people for eternity and that matters a lot.

But, the second half of this value is that we need to release people to do what they need to do in a healthy way, meaning that we are not going to control them. How I do things is how I do them. How you do things is consistent with how God wired you. We are not the same, and you may well have a better way of accomplishing your tasks than I would. Thus we need to exercise low control and allow people to do what they need to do in a way that works for them. Obviously, this means that they are keeping the values of the organization in mind as well.

As you think about how you supervise, ask yourself whether you exercise low control coupled with high accountability. It makes a great difference, and we often get the two turned around.

At Addington Consulting,

We Simplify Complexity

Speak Candidly

Help You Find a Way Through

tjaddington@gmail.com