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What’s in a Name?

I am sure you have noticed the trend. Churches are increasingly rebranding themselves with single, generic nouns. Their reasons vary—attracting their target audience, pointing to their compelling vision, reinforcing a change in strategy, or reflecting some attribute of their location. Two churches not far from us have adopted the names Compass and Orchard.

My wife, Katie, and I were traveling in West Michigan this past weekend. Within a short time we passed churches named Corner, Bridge, and River. We mused that our home church, recently renamed Crossview, could legitimately be River Bridge Corner. We are, after all, located at the corner of two major streets; a river runs along the east side of the property; and there is a bridge just off the corner of our parking lot.

I couldn’t help reflecting further on the notion. Not the compound name, but the exercise in strategic thinking that it offered. You could, for example, model a strategy from the components of bridge, corner, and river.

  • Bridge: Move people from loneliness, unbelief, hopelessness, and/or hate to community, faith, hope, and love.
  • Corner: Empower them to turn the corner—transforming behavior, lifestyle, values, and purpose into a growing discipleship.
  • River: Train and deploy them in flowing out to others through service and spreading the good news.

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Bridge

CornerRiver

 

 

 

 

What is your favorite church name, and why is it significant?

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Brave Ones Lead With Boldness, Create the Future

Leadercast LogoTen days ago, we participated in the annual Leadercast. This is one of the premier leadership development events in the world. The 6,000 attending the live venue in Atlanta are joined, through simulcast, by 120,000 in 700+ sites worldwide. This year’s theme was The Brave Ones. Permit me to share a few of the many gems presented during this day-long experience.

Pastor Andy Stanley defined bold leadership as “clarity around an unreasonable commitment to what should be.” This requires clarity, focus, stubbornness, and resourcefulness. He posed two questions to help lead us to the object of our bold commitment. “What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business?” and “What breaks my heart?”

Navy SEAL Commander Rorke Denver described how bravery depends on fear, how we must immerse ourselves in that which we fear and advance when our whole being says retreat. My “ah ha” moment came as he explained how a sniper must break a hillside down into smaller sections to find a target. Similarly, in our world of information overload and unlimited choice, “limit your field of view and you’ll see more.”

Caffeine is amazingly detrimental to birds buy viagra online also. This dysfunction can cheap price viagra occur in men and women, when stressed by daily worries, encounter difficulties in reaching a good mood for sex. Men suffering from ED have trouble achieving an erection or in sustaining it, for a healthy intercourse. canadian viagra 100mg cute-n-tiny.com While companies copyright their pills, you can only generic viagra cheap have billions of malnourished sick people… Thought leader Seth Godin challenged that “you aren’t brave enough because you don’t care enough.” He led us in this simple but profound exercise. Raise your right hand as high as you can. Now, raise it higher. Reflect on “what are you holding back?” Go all in; do work that matters. Our best work is the work of making change. Bravely making change involves tension, obsession, connection (building a bridge to others and connecting with them), direction (not dreaming but figuring out how and doing it), and compassion (who is it for?).

Compton, California’s Mayor Aja Brown urged us to believe in a brighter future, and to never point out problems without being ready to propose a solution. She talked about brave leaders making the decision to do what needs to be done—asking “if not me, who?”

You should plan to attend next year’s Leadercast—May 6, 2016. Check it out here.

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2 Great Solutions to Grow Your Strategic Thinking

We operate in an environment of constant change, increasing speed and complexity, and nearly limitless choices. Those who focus on the tactical will be relegated to reactive mode and ultimately be left behind. To remain relevant and have an impact requires the best strategic thinking and execution possible.

As leaders, our intention and discipline to keep growing is not optional. Fortunately, there are those who can help us grow our strategic skills. Here are two on whom I depend.

Rich Horwath founded the Strategic Thinking Institute (strategyskills.com) and wrote three Deep Dive bookextraordinary books on the subject. My favorite is Deep Dive: The Proven Method for Building Strategy, Focusing Your Resources, and Taking Smart Action, Greenleaf Book Group Press, 2009. In it, Horwath builds a framework of skills and tools around his three principles of strategic thinking. Briefly, these foundational principles are acumen, which helps to generate key business insights; allocation, which focuses resources and accepts trade-offs; and action, which executes strategy to achieve goals.
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Bill Birnbaum is President of Birnbaum Associates, Publisher of Business Strategies Newsletter, and author of two strategy books. His most recent book is Strategic Thinking: A Four Piece Puzzle, Douglas Mountain Publishing, 2004. His four puzzle pieces are focus, markets, people, and process.StrategicThinking Book Birnbaum also has a resource-rich Website—birnbaumassociates.com. You will be rewarded for spending some time browsing his content.

One highlight is the model he calls the opportunity grid, presented in chapter six of the book and in an article on the site. It is a strategy tool that guides decisions about developing new services and/or new markets. Enjoy.

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A Strategy for Happiness?

Some time ago, I was enjoying an evening with my wife at Barnes & Noble. While grazing some new business releases, I was reminded of How Will You Measure Your Life?, by Harvard Business School Professor Clayton Christensen, along with James Allworth and Karen Dillon. The book is Christensen’s typically thoughtful and academically rigorous consideration of our purpose and the process of making a difference. Though he writes from a business/organizational context, there is much here that is deeply personal.How Will You Measure

The first section of the book addresses strategy for meaning and happiness in your career. Here, the authors dismiss the common assumption that financial rewards increase happiness. Although rewards can reduce dissatisfaction, such factors as recognition, challenging work, and responsibility increase our job satisfaction.

This concept is not new. Business students will recognize it as affirmation of Frederick Herzberg’s 1959 work on motivation in the workplace. Herzberg’s research led him to conclude that the factors that motivate us at work are different from, and not simply the opposite of, the factors that cause dissatisfaction (“hygiene or maintenance factors”). You can follow the links below to a couple illustrations of the findings.

As leaders, I believe we all understand this concept on some level. However, it is useful to be reminded of it as it applies to our staffs and our volunteers. Non-profits and ministries have an advantage over commercial organizations. Work in this context is intrinsically motivating. However, businesses with a compelling purpose, clearly articulated in terms of the result we produce for others, can foster similar levels of motivation. In either case, we must daily seek ways to offer challenging work, accomplishment, recognition, greater responsibility, and personal growth to make the job even more fulfilling for our teams.
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Hygiene factors and motivators graph: www.businessballs.com/herzbergmotivationdiagram.pdf

Rocket and launch pad analogy diagram: www.businessballs.com/herzbergdiagram.pdf