I love the concept of stewardship. It leaves us to consider life as a protector and as a guardian for what's right and what's worthy. Many times we only think of stewardship in context on finances, but it often seems to end there.
Stewardship is certainly much larger than just financial responsibility. I would propose that the greatest stewardship responsibility we all carry is the honor and respect of people. I would also propose that there is no greater joy in the workplace than in treating people with the respect due them as people.
Now, I don't propose that's interpreted that we're easy on people. Quite the opposite. Stewardship relationship and people is difficult and it demands clear communication, set expectations, honoring of character, and connection to heart needs.
The point is this. If you interact with people then you've been given the responsibility to steward everyone of those relationships and interactions as best as possible. Each is an opportunity to honor well. And each opportunity to honor is a blessed to us each.
Tuesday, February 17, 2009
Friday, February 13, 2009
Lone Genius
There's a phrase given in innovations that says, "collective input is always better than the lone genius". It's a true statement, but I don't believe we've done justice to why this has so much purpose and potential.
First glance of this would lead you to catch the idea that a group of people has a better ability to solve a problem, develop a product, or achieve an objective... all better than one person, no matter how smart that one person might be. Yes, it's true. For the most part a team will always be better to deliver a higher quality product due to variety of giftings, insights, strengths, and perspectives.
But here is where the real value is.. in team, not solution. I believe that if you have a team that is completely sold on an idea that they feel complete ownership of, that idea or product might even be less quality than some other product, but since it was developed, owners, and birthed by this team it will have a greater chance of success.
Sure, at the end of the day we have to create products that are beneficial, creative, innovative, profitable, functional, and most certainly meeting the needs of people. But there's a higher ethic and concern here for team development. I believe in the long run it's good team development that will always succeed in the product that exists in the market place.
People are always our greatest treasure, this is why its imperative to have the right team. The right team can accomplish anything.
First glance of this would lead you to catch the idea that a group of people has a better ability to solve a problem, develop a product, or achieve an objective... all better than one person, no matter how smart that one person might be. Yes, it's true. For the most part a team will always be better to deliver a higher quality product due to variety of giftings, insights, strengths, and perspectives.
But here is where the real value is.. in team, not solution. I believe that if you have a team that is completely sold on an idea that they feel complete ownership of, that idea or product might even be less quality than some other product, but since it was developed, owners, and birthed by this team it will have a greater chance of success.
Sure, at the end of the day we have to create products that are beneficial, creative, innovative, profitable, functional, and most certainly meeting the needs of people. But there's a higher ethic and concern here for team development. I believe in the long run it's good team development that will always succeed in the product that exists in the market place.
People are always our greatest treasure, this is why its imperative to have the right team. The right team can accomplish anything.
Thursday, February 12, 2009
Measuring Outcome vs. Activity
How many of us have seen people who work all the time and seem to accomplish next to nothing. Even worse, they are commended for their hard work.
There's a simple principle of measuring outcome vs. activity.
If we're measuring outcome then we've created some definition or baseline for what success looks like. We've given success body and we've given it meaning. Activity, though good for looks, is mostly empty air. It rarely reaps benefit.
There are two angles we should all take on this. The first is to analyze what we do on a daily basis and evaluate if it's for outcome or activity. Second, we should couch those who work on our teams the difference and instill value in our teams for outcome, and not activity.
This is an easy thing to fall into as most people hold 8-5 jobs. The 8-5 structure can dampen a work ethic as it seems you need to fill time more than you need to fill work needs. None the less, our responsibility is still to be productive in producing outcome. Don't let the 8-5 trap build complacency.
There's a simple principle of measuring outcome vs. activity.
If we're measuring outcome then we've created some definition or baseline for what success looks like. We've given success body and we've given it meaning. Activity, though good for looks, is mostly empty air. It rarely reaps benefit.
There are two angles we should all take on this. The first is to analyze what we do on a daily basis and evaluate if it's for outcome or activity. Second, we should couch those who work on our teams the difference and instill value in our teams for outcome, and not activity.
This is an easy thing to fall into as most people hold 8-5 jobs. The 8-5 structure can dampen a work ethic as it seems you need to fill time more than you need to fill work needs. None the less, our responsibility is still to be productive in producing outcome. Don't let the 8-5 trap build complacency.
Monday, February 9, 2009
One Page
How many papers, documents, surveys, resumes, memo, and any other form of business documentation come across our desk on a daily basis? Beyond the point of frustration with paper there's a terribly unrealistic ability to consume and make any of this information practical for our daily function.
May I suggest a very simple solution - try consolidating everything to one page. At least the core point of each major point you are trying to make - communicate that on one page. One page is concise and beneficial. Anything longer becomes redundant and almost bureaucratic.
Now, I don't believe a presentation must be consolidated to one page - but maybe a sequence of one-page documents.
Give it a shot and see how much easier it is for you to communicate your goals.
May I suggest a very simple solution - try consolidating everything to one page. At least the core point of each major point you are trying to make - communicate that on one page. One page is concise and beneficial. Anything longer becomes redundant and almost bureaucratic.
Now, I don't believe a presentation must be consolidated to one page - but maybe a sequence of one-page documents.
Give it a shot and see how much easier it is for you to communicate your goals.
Wednesday, January 28, 2009
Punished for Good
There's an odd concept that I haven't even really gotten my head around why it's so common nor have I really any great solution for how one might solve it. Perhaps open awareness is a good place to start.
It's the concept that somehow we get punished when we do good. Perhaps this is a concept where my parents would tell me that life isn't fair!
Here is an example...
How many of us have a budget to maintain. Say we're given $100K for a project and we manage it well and end up landing the project at $80K. Well done right? What happens more often that not is that our budget is cut next year down to $80K and while we were good stewards it seems as though we've been punished.
I could list several other examples but this one makes the point that we're trying to address just fine. But what can we do with this? How can we reward stewardship the right way? How can we encourage people to be good stewards?
The greater concern here is that by mishandling stewardship rewards then we almost bread poor stewardship. It's human nature to know that people are going to just try and spend the full $100 if it's going to be decreased if they don't... even if they don't need to spend it all.
I'll end on stewardship and it's role throughout our lives. We must seek to be good stewards and part of that principle comes from supervisors rewarding stewardship well.
Maybe there's opportunity for us to use that other $20K toward another project and now we see stewardship birthing fresh ideas and impact.
Food for thought...
It's the concept that somehow we get punished when we do good. Perhaps this is a concept where my parents would tell me that life isn't fair!
Here is an example...
How many of us have a budget to maintain. Say we're given $100K for a project and we manage it well and end up landing the project at $80K. Well done right? What happens more often that not is that our budget is cut next year down to $80K and while we were good stewards it seems as though we've been punished.
I could list several other examples but this one makes the point that we're trying to address just fine. But what can we do with this? How can we reward stewardship the right way? How can we encourage people to be good stewards?
The greater concern here is that by mishandling stewardship rewards then we almost bread poor stewardship. It's human nature to know that people are going to just try and spend the full $100 if it's going to be decreased if they don't... even if they don't need to spend it all.
I'll end on stewardship and it's role throughout our lives. We must seek to be good stewards and part of that principle comes from supervisors rewarding stewardship well.
Maybe there's opportunity for us to use that other $20K toward another project and now we see stewardship birthing fresh ideas and impact.
Food for thought...
Wednesday, January 21, 2009
Impact vs. Benefit
When chartering a project it's good to discuss both the impact and the benefit. But these are two separate activities and perspective.
Impact are the results that manifest themselves from your effort. These impacts should be measurable and easy to understand. You should be able to measure some impact points immediately after your activity and then others manifest themselves through time. Both are important to measure.
Benefits are the aide and boost that's given to each area. Many times a benefits analysis is broken into all parties involved. Benefits project who is impacted and how. They are your goals for who takes gain and growth from the effort.
Impact and Benefits should not be mistaken as the same point. The key difference is that Impact points are the results outside that are measurable and benefits are the less tangible results with teams involved.
Challenge: Think through both impact and benefits as you charter any new project. It will help you map a much better strategy and potential for results management.
Impact are the results that manifest themselves from your effort. These impacts should be measurable and easy to understand. You should be able to measure some impact points immediately after your activity and then others manifest themselves through time. Both are important to measure.
Benefits are the aide and boost that's given to each area. Many times a benefits analysis is broken into all parties involved. Benefits project who is impacted and how. They are your goals for who takes gain and growth from the effort.
Impact and Benefits should not be mistaken as the same point. The key difference is that Impact points are the results outside that are measurable and benefits are the less tangible results with teams involved.
Challenge: Think through both impact and benefits as you charter any new project. It will help you map a much better strategy and potential for results management.
Monday, January 19, 2009
Plan-Pilot-Invest
Capital is certain an item of great need for people these days and for the expressed intention for business development. All of us have heard pitches for various new concepts and opportunities and most of us will quickly gravitate toward the financial impact of any such idea or proposal. That's a good thing and I consider it usually a perspective of stewardship. But there are ideas worth investing in and worth making the capital initiative to see them work. But how do you get from step A to step X in the process without making the huge investment?
This is where a simple model of "Plan-Pilot-Invest" will come into play for us quite well. The concept is simple.
First, take the time to sit and map out your expectations and goals for your project then develop your strategy plan. Strategic planning takes on many forms, for which I have no intention to invest in here. But there is a process to your planning and a means of engaging others. Proper planning is critical.
Second, take the general framework of your plan and do a pilot on a shoe-string budget to test its validity, engagement, need, etc. Here's a hint... as you are building your strategy take into considering a phase roll-out of your plan. This way you can map out the basic needs up to the luxurious needs. This way you don't have to sacrifice the greater/bigger pieces, they are just in que for future delivery.
Third, once it's been piloted and you've seen the success points you were looking for, then make the pitch for the capital investment and now you'll have some foundation to "sell" your idea or product.
It's simple, but so is the principle. Prove it small then the investment for larger will come. Or better yet... he who is trustworthy with little will be trusted with much.
Challenge: build your strategy in steps and allow a season of piloting before making the big plunge.
This is where a simple model of "Plan-Pilot-Invest" will come into play for us quite well. The concept is simple.
First, take the time to sit and map out your expectations and goals for your project then develop your strategy plan. Strategic planning takes on many forms, for which I have no intention to invest in here. But there is a process to your planning and a means of engaging others. Proper planning is critical.
Second, take the general framework of your plan and do a pilot on a shoe-string budget to test its validity, engagement, need, etc. Here's a hint... as you are building your strategy take into considering a phase roll-out of your plan. This way you can map out the basic needs up to the luxurious needs. This way you don't have to sacrifice the greater/bigger pieces, they are just in que for future delivery.
Third, once it's been piloted and you've seen the success points you were looking for, then make the pitch for the capital investment and now you'll have some foundation to "sell" your idea or product.
It's simple, but so is the principle. Prove it small then the investment for larger will come. Or better yet... he who is trustworthy with little will be trusted with much.
Challenge: build your strategy in steps and allow a season of piloting before making the big plunge.
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