What Drives your Program?

There is a very lengthy process and philosophy to determine what the ultimate end is for any program... but there are simple steps along the way that we can employ to help our developing scope of vision.

I write this post more to tell a story of a church I once saw that used a building to drive a program. I know that sounds harsh but give it some thought and I'm sure there are many other examples that you could come up with as well.

The church was at a crossroad of a struggling youth program and many transitions in youth leadership. The decision was made to move forward on the youth facility that had been budgeted and fundraised.

The story isn't the point here. The point is that this church to some degree allowed the building to set it's undefined (at the time) program. This story ends well because the church brought in great leadership and the building will be a success because the leadership has a vision for the program.

The principle here is that we must identify our goal and define the need. That goal drives the facilities and resources needed to accomplish the desired result.

Give it some thought. Remember that a facility, a resource, or any other method has no ability in itself to help your organization. It's the leadership of a direction that determine the need for a resource and the proper use of a facility.

Even more challenging is the fact that once we do plan properly and acquire a specific resource that meets our need - we must continually evaluate if that resource is continuing to meet that desired goal in the best way possible.

Challenge: Make resource decisions wisely based on the desired goal.

More than One

Have you ever shared an idea with someone and when you ask for feedback you can tell they have some thoughts but you also can tell there's a great deal of reservation on their part?

That's very common... and here's why. When you only present one idea to someone then their natural inclination is to associate that idea with you and not to look at it objectively. You are the idea.

A simple solution when you're presenting ideas... present more than one. Now you come to a colleague to share a few ideas and their feedback is measuring an idea against another idea and not against you.

It's a simple practice to help you gather the much needed critical reviews from colleagues.

Who knows, sharing more ideas might fuel a group onto something far greater than you ever could have imagined.

Challenge: Work a little harder to present more than one idea, you'll love the results.

Principles, Not Practices

In similar context of our last discussion, "Principles, Not Practices", is another incredible opportunity for individuals and organization to lead.

There's an old story of a woman who always cooked just like her mother. One day her mom was visiting her daughters house and watched as she made the family recipe roast. The mom asked the daughter why she cut the roast in half and she replied, "because that's how you always have done it mom". The mom replied, "Yes, but that's because my pot was too small".

There are many practices that we hold to in corporate life, and personal life for that matter, that we lack the foundational knowledge for why we do something.

Another example might be choir robes. Years ago choir robes were a great idea - it might have brought unity or consistency in dress for a group. But today many would argue that choir robes aren't necessary and quite dated. Truth is, at the foundation there are principles there that are relevant and useful... but people are more tied to the practice than the principle.

How does this apply for us?

Think for a moment over all the things you might do in a typical work day (reports, meetings, tasks, etc.) and consider if they are functionally fulfilling a principle the best way possible or have they become a practice with little value.

Principles will most always manifest themselves as practices... and that's okay. Our responsibility is to lead people to the Principle as the foundation and to be willing to constantly make changes to the practices.

Challenge your organization and the practices of your role to determine the core principles. Work to align yourself more and more with your core principles. Everyone will appreciate the effort in the long run and you most certainly will appreciate your engagement and involvement in work better.

Challenge: Survey a full day of common work practice and see what you learn

Think Steps, Not Products

Andy Stanley has a brilliant phrase, "Think Steps, Not Programs"

I'm going to build on that idea, but change it a bit according to the consulting world.

Here is the principle... we have to approach working with clients and groups as leading them through steps toward a goal and not trying to deliver just a product.

In many ways, anyone can deliver a product, walk away, and call that a success. But if we are to truly deliver value to our clients then we need to lead them closer to their defined goal.

Yes, these still come out as products, but the great "products" are much more than than... they are leading clients toward this greater goal.

Think of it like this. If I were to take you climbing a mountain our goal most likely would be to summit that mountain. You employ me to help you achieve that goal. Now I could help lay out a great plan or I could hike with you and lead you in the right direction to achieve success.

Just remember that it is always best for us to think steps and not product. If we succeed in leading our clients through the proper steps then we should also succeed in leading them to successful products.

Challenge: Think Steps, Not Programs

Before & After

We are often too consumed in a project to take the time to evaluate it's potential impact, how to measure that impact, and to clearly state our goals. This is in large part due to many of our lives our so last minute driven that we are forced to produce something without necessary strategic foresight.

Take proper time to plan may make all the difference in an effective strategy. One simple way to plan is to evaluate the project on certain criteria before you set out on that project. Develop some means to score the projects current status and then score it again once you have completed the project to benchmark any progress and development.

Observing the status of the before and after can help your team gauge it's effectiveness through a project and give you an opportunity to celebrate an effective success in strategy.

There's a business principle that says, "projects that are unmeasurable are unmanageable". Keep that in mind as you seek to refine and deploy new initiatives, if you haven't set a measurable means for success then you and your team essentially have nothing to manage.

Challenge: Take the time to define your goal and develop a way to assess that goal pre and post project.

Praise Quickly, Blame Last

So many times the world presents leaders who are quick to accept praise for something and slow to acknowledge blame.

My first point would be that I would have a difficult time considering this person a leader, but the point to be made here is one of character.

This is just one more great place where leaders have the unique opportunity to step up, to be set apart, to make a difference, to model the way, and to set a great example.

When it comes to accepting an accomplishment the leader should be quick to acknowledge his/her team. This is an opportunity for a team to be praised and a leader to deflect things being all about them.

But it's also true for blame or criticism. The leader must be willing to take this on alone in confrontation and then privately coach his/her team.

The principle here is that leaders draw others in with them in praise but should be strong enough to handle criticism for anything inside their area and take responsibility for solving that issue.

This is one of many great opportunity for the leader to step and lead well. Leadership isn't about the accomplishment near as much as it's about the journey of leading people somewhere.

Challenge: Stop and think before you accept praise & criticism - consider what most honors your team and those you work with.

Peer-to-Peer Development

Everyone knows of peer-to-peer networks that are consuming today’s world like Facebook, MySpace, and many more. All of these networks serve to provide people an online community of interaction, sharing, and community.

But the principle behind all of the peer-to-peer networking is incredibly powerful. Imagine how the internet has allowed us to network worldview and provided opportunities from incredible collaboration.

I was reminded this week as we worked through some strategy scenarios seeking a solution that our greatest resources for ideas and solutions are seldom found in our own organizations anymore, especially with the world wide web providing us a network to harness ideas from around the world.

I read a great story in Wikinomics about a gold company in Canada that “outsourced” its solution finding efforts to the world through an online competition. They provided all their data, research, and findings. Those with the most probably strategies would be considered and tested. The ROI was incredible for the company.

It’s tough for many of us to think about tossing out big issues out to the world to solve, but be creative and consider what options you may have. Don’t forget to compensate the people who can supply you a great idea. In the long run, they could be your greatest asset.

I might even suggest starting to apply this idea just within your own organization. Engage members of your team in a competitive problem solving scenario and see what bubbles to the top. This pays off two-fold because you’ve also engaged a wider variety of staff in this project as well.

Challenge: Don’t assume your management team has all the answers, look for creative ways to harness an idea.