Expanding Your Capacity

Earlier this summer, I reintroduced some thoughts on “capacity.” You can read them here.

Last night in our community group, the concept of capacity came up in our discussion of the current series our church is in. Entitled “The Prodigy in Me,” it’s all about discovering the invaluable gifts God has placed in each of us.

Picking up where the earlier post left off, our group realized last night that being emptied by serving and therefore being able to be filled again was only part of the understanding.

God wants us to have MORE capacity over time.

 If we are growing as disciples, our capacity to be filled AND to serve others should be growing as well.

How’s your capacity?

Innovation? Or Same Ol’ Same Ol’?

One of the latest Internet movements is based on offering deals with local merchants. The leader of this trend is three-year-old Groupon.

However, Groupon and all its competitors may be popular, but they are hardly a true Internet revolutionary. According to Wired magazine’s Steven Levy, Groupon and company are less a revolution and more like a web version of everyone’s coupon-clipping grandparents.

It begs the question: Is this innovation in reverse – finding new ways to continue doing things the way they’ve always been done?

I’m deep into a project now that tackles this question head on. You’ll be hearing more about it in a few weeks, but for now, here are a few questions for leaders in ChurchWorld:

  • Are you content to keep doing the same things the same way?
  • Would you consider doing the same things a different way?
  • How about doing different things the same way?
  • Or are you leading on the innovative edge, doing different things different ways?

How you answer those questions will determine your direction for the future.

 

Good Cooking is Simply a Series of Problems Solved

The title of this post is actually a quote from one of the instructor chefs at the CIA’s cooking school. Author Michael Ruhlman, in “The Making of a Chef,” chronicles his time at the legendary cooking school, the oldest and most influential in America.

The comment came in response to a student’s unique suggestion of how to keep hollandaise sauce at just the right temperature to keep it from “breaking”. The chef had never thought of his idea, and encouraged him (and the rest of the class) to approach a problem from a unique angle (outside the box” thinking?).

This line of thought falls right into a post by Seth Godin entitled “Sell the Problem.” He noted that many business to business marketers tend to jump right into features and benefits, without taking the time to understand if the person on the other end of the conversation/call/letter believes they even have a problem.

The challenge is this: if your organization doesn’t think it has a  problem, you won’t be looking for a solution. You won’t wake up in the morning dreaming about how to solve it, or go to bed wondering how much it’s costing you to ignore it.

And so the marketing challenge is to sell the problem.

I’m passionate about helping churches thrive by turning challenges (problems) into opportunities. It’s very personal with me – I want to understand prospective clients so well that I know their situation almost as well as a leader or staff member. In fact, that statement, made a couple of years ago by a pastor, is one of the highlights of my career!

It’s my job to understand their problems.

When a prospect comes to the table and says, “we have a problem,” then you’re both on the same side of the table when it comes time to solve it.

All I have to do now is follow the recipe – a series of problems solved.

Does Your Church Have an Open-Roof Policy?

Many churches today unintentionally turn their backs on those who need Jesus the most. There is an inward focus-we go to our Bible studies, we take care of one another, we listen to our favorite Christian music-basically, our activities are directed towards those already claiming Christ as their Savior.

One day Jesus addressed this with both word and deed. The story is so familiar to most believers we forget the message within. Jesus was teaching in a home. Pretty soon the home was filled to overflowing, with people standing in the doors and windows just to hear Jesus speak.

For the crowd, the meeting was about them. What could they get? What could they learn? What could Jesus offer them? Churches today are filled with well-meaning Christians with similar attitudes. You can hear it in their self-centered words:

  • We love this church because it is so convenient for us
  • We go to this church because our kids love the day care
  • This church makes me feel better about myself

If your ministry has become focused on the already-convinced, then it’s time for an open-roof policy. Out of the entire crowd in and around the house that day, at least four people got it. These four had a crippled friend who desperately needed Jesus, and they were determined to go to any lengths to get him there.

In his book It, Pastor Craig Groeschel outlines some very practical lessons from these four friends. First, they recognized their friend needed Jesus. Too many believers forget that the lost really need Jesus.

We also see that it took four different people to get this one to Jesus. Reaching people is not just the pastor’s job; it’s everyone’s job. We do our part, others do their part, and God does his. We’re never the answer; Jesus always is.

The story also tells us that love overcomes obstacles. Their love for their friend compelled them to climb on the roof and tear a hole in it so they could lower their friend right in front of Jesus. They didn’t worry about what everyone would say-they were focused on getting their friend to Jesus.

The open roof policy depicted in this story is another way of saying your church has to be outwardly focused.

  • Do whatever it takes to make your ministry a place that welcomes those who don’t know Christ
  • Your ministry must have a clear, consistent presentation of Jesus’ story
  • Leaders need real faith; if you believe with every fiber in your body that Christ can and will instantly transform a life, people will sense it, feel it, and believe it as well

Identify the barriers that are keeping your church from reaching others – and then tear the roof off of them!

Generations in the Air Force

My father entered the Army Air Corps in the spring of 1945, just as WWII was winding down. He stayed in for several years, and spent a lot of time in and around this plane:

Douglas C-47 Transport

My son just completed his Air Force Basic training, and is now in Tech School to become a sensor operator – here’s the aircraft he will “fly”:

Unmanned Aerial Vehicle - Predator

Different generations, different aircraft, but the same determination to serve our country proudly.

Off to College: The Mindset List of the Class of 2015

My son enters Johnson & Wales University in about a week, so it was with great anticipation I awaited Beloit College’s annual mindset list and it was just released.

“This year’s entering college class of 2015 was born just as the Internet took everyone onto the information highway and as Amazon began its relentless flow of books and everything else into their lives.  Members of this year’s freshman class, most of them born in 1993, are the first generation to grow up taking the word “online” for granted and for whom crossing the digital divide has redefined research, original sources and access to information, changing the central experiences and methods in their lives. They have come of age as women assumed command of U.S. Navy ships, altar girls served routinely at Catholic Mass, and when everything from parents analyzing childhood maladies to their breaking up with boyfriends and girlfriends, sometimes quite publicly, have been accomplished on the Internet.”

Each August since 1998, Beloit College has released the Beloit College Mindset List, providing a look at the cultural touchstones that shape the lives of students entering college this fall. The creation of Beloit’s former Public Affairs Director Ron Nief and Keefer Professor of the Humanities Tom McBride, it was originally created as a reminder to faculty to be aware of dated references, and quickly became a catalog of the rapidly changing worldview of each new generation.

Mindset List websites at Beloit College and at mindsetmoment.com, the media site webcast and their Facebook page receive more than a million hits annually.

“As for the class of 2015, without any memory whatever of George Herbert Walker Bush as president, they came into existence as Bill Clinton came into the presidency. Their parents, frequently older than one might expect because women have always been able to get pregnant almost regardless of age, have hovered over them with extra care and have agreed with those states that mandated the wearing of bike helmets. Ferris Bueller could be their overly cautious dad, and Jimmy Carter is an elderly smiling public man who appears occasionally on television doing good works. “Dial-up,” Woolworths and the Sears “Big Book” are as antique to them as “talking machines” might have been to their grandparents. Meanwhile, as they’ve wondered why O.J. Simpson has always been suspected of something, they have all “been there, done that, gotten the T-shirt,” shortened boring conversations with “yadda, yadda, yadda,” and recognized LBJ as LeBron James.”

“For those who cannot comprehend that it has been 18 years since this year’s class was born, they will quickly confirm that the next four years will go even faster and, like the rest of us, they will continue to grow older at increasing speed.”

Here are a few items on the list:

  • There has always been an Internet ramp onto the information highway.
  • Ferris Bueller and Sloane Peterson could be their parents.
  • States and Velcro parents have always been requiring that they wear their bike helmets.
  • The only significant labor disputes in their lifetimes have been in major league sports.
  • There have always been at least two women on the Supreme Court, and women have always commanded U.S. Navy ships.
  • They “swipe” cards, not merchandise.
  • As they’ve grown up on websites and cell phones, adult experts have constantly fretted about their alleged deficits of empathy and concentration.
  • Their school’s “blackboards” have always been getting smarter.
  • “Don’t touch that dial!”….what dial?
  • American tax forms have always been available in Spanish.
  • More Americans have always traveled to Latin America than to Europe.
  • Amazon has never been just a river in South America.
  • Refer to LBJ, and they might assume you’re talking about LeBron James.
  • All their lives, Whitney Houston has always been declaring “I Will Always Love You.”
  • O.J. Simpson has always been looking for the killers of Nicole Simpson and Ronald Goldman.
  • Women have never been too old to have children.
  • Japan has always been importing rice.
  • Jim Carrey has always been bigger than a pet detective.
  • We have never asked, and they have never had to tell.
  • Life has always been like a box of chocolates.

For this year’s complete list and more about Beloit College, go here.


Who Killed Change?

Every day organizations around the world launch change initiatives – often big, expensive ones – designed to improve the status quo. According to leadership expert Ken Blanchard, 50 to 70 percent of these change efforts fail. A few perish suddenly, but many die painful, protracted deaths that drain the organization’s resources, energy, and morale.

In his book “Who Killed Change?” Blanchard offers a murder mystery setting investigating the death of another change. One by one, a list of thirteen suspects are interviewed, with the startling conclusion: they all contribute to the change process.

  • Culture-the predominate attitudes, beliefs, and behaviors that characterize change
  • Commitment-a person’s motivation and confidence to engage in new behavior required by the change initiative
  • Sponsorship-senior leader who has formal authority to deploy resources toward change initiative
  • Change Leadership Team-group of leaders with day-to-day responsibilities for executing change leadership strategies
  • Communication-effective communication is critical
  • Urgency-why change is needed and how quickly people must change
  • Vision-clear and compelling vision allows people to see themselves succeeding
  • Plan-a plan is important, but the process of planning is even more so
  • Budget-analyze change from financial perspective, allocating limited resources to ensure healthy return on investment
  • Trainer-provides learning experiences to develop skills needed to lead change
  • Incentive-reinforces the desired behaviors and results that enable change
  • Performance management-process that sets goals and expectations regarding behavior and results
  • Accountability-process of following through with people to ensure behaviors and results are in line with agreed upon goals and expectations

Blanchard’s bottom line: Change can be successful only when the usual characters in an organization combine their unique talents and consistently involve others in initiating, implementing, and sustaining change.

 Change is a very present reality in today’s culture – and in churches just like yours. How are you dealing with change in your church? Are you part of the process that will make change succeed? Or are you one of the suspects that will contribute to its death?

 

Appreciating Our Military

As a student of history (especially US military history), I have had a long-time respect for the men and women who serve in our armed forces. In my own family history, my father served in the Army Air Corps during the final days of WWII through 1947, my father-in-law served in the Merchant Marine throughout WWII, and various uncles and cousins have served in the armed forces over the last 50 years.

Now it’s personal.

Airman First Class Jason Adams

 
My son Jason just completed his Basic Training at Lackland AFB outside of San Antonio, TX. My wife and I were privileged to attend the graduation ceremonies last week, along with his wife Jaime, daughter Lucy, and Jaime’s parents and grandfather.
 
Jaime’s dad is a retired Air Force Colonel, a pilot now serving as the New Mexico Secretary of Veteran Affairs. Her grandfather is a retired Lt. Colonel who flew in the Air Force from the 50s through the 70s.
 
As we went through two days of ceremony and I listened to the stories, experienced the traditions, and observed the young men and women who serve, I have a whole new appreciation for our military.
 
Jason shipped out early Monday morning for the first of several Tech Schools, as he prepares to become a sensor operator for the Unmanned Aerial Vehicle (UAV) program. He passed along a personal memento, which I will carry with me while he is on active duty.
 
Remember those who serve our country – all will give some, and some will give all.

Prototyping is a State of Mind

It’s a given that the award-winning design firm IDEO utilizes prototyping in their quest to fulfill a client’s request for a better shopping cart or when creating the mouse for Apple.

But how does this help when innovation isn’t a daily ritual? And what if your organization doesn’t make things, but provides a service? And what if your organization is a church?

Quick prototyping is about acting before you’ve got all the answers, about taking chances, stumbling a little, but then making it right.

Prototyping is a state of mind.

In the book “The Art of Innovation, IDEO general manager Tim Kelley outlines some of the key principles of prototyping the firm has developed over the years:

  • Build to learn – when a project is complex, prototyping is a way of making progress when problems seem insurmountable
  • Make your luck – once you start prototyping, you begin to open up new possibilities of discovery
  • Prototypes beat pictures – living, moving prototypes can help shape your ideas
  • Bit by bit – don’t go for the touchdown all in one play; work on your project in stages, getting approval and/or revisions done in steps. Keep the momentum going
  • Shoot the bad ideas first – don’t stop when you’re stuck; prototyping even an unworkable solution often generates new ideas

A playful, iterative approach to problems is one of the foundations of the creative culture at IDEO. It can be at your organization, too.

So, what are you going to prototype today?

 

 

Brainstorming, IDEO Style

The problem with brainstorming is that everyone thinks they already do it.

IDEO, the award-winning design and development firm known around the world for their creative solutions to everyday problems, begs to differ.

In the book “The Art of Innovation,” IDEO general manager Tom Kelley shows how you can deliver more value, create more energy, and foster more innovation through better brainstorming.

Seven Secrets for Better Brainstorming

  • Sharpen the focus – good brainstormers start with a well-honed statement of the problem
  • Playful rules – don’t start to critique or debate ideas
  • Number your ideas – it’s a tool to motivate the participants and it’s a great way to jump back and forth between ideas without losing your place
  • Build and jump – try building on an idea by encouraging another push or introducing a small variation; or take a jump, either back to an earlier path or forward to a completely new idea
  • The space remembers – great brainstorm leaders understand the power of spatial memory. Use tools that allow you to write all ideas down, and as you move around the room, spatial memory will help people recapture the mind-set they had when the idea first emerged
  • Stretch your mental muscles – mental warm ups (word games, content-related homework, etc.) will help you get in shape for better brainstorming
  • Get physical – the best brainstormers often get physical; they bring in “props,” prototype designs with materials, and act out possible solutions

Got a problem that’s bugging you?

Find a suitable space, order some supplies, get a good group together, and brainstorm up several dozen possible solutions.