Part of a recurring series on 27gen: Chef Stories. Stories from the past, present, and future in my personal experience in various parts of the culinary world. This particular story is from a few years ago, when my son was entering his senior year at Johnson & Wales University in pursuit of a degree in Culinary Arts and Food Service Management. It’s the second part of a longer post begun last week.
In the last post, we saw “Poetry in Motion” by looking at efficiency. Today, it’s all about a successful end to whatever you’re doing – by starting with everything in its place.
In the culinary world, it’s called “mis en place.”
French for “put in place”, this is what allows all the actions described yesterday to take place. It is the hours of work that start before the first meal is fired: washing, cutting, peeling, pre-cooking, weighing, portioning, and positioning of all the ingredients that go into the wonderful final product.
courtesy Rooster’s Kitchen
Taken broadly, it is the slow simmering of the soups for the night; the baking and preparation of individual items that comprise the wonderful complexity of desserts. It even goes to the preparation of the wood fires that will later cook the wonderful meats that anchor the meal.
Mise en place doesn’t get any attention in the final review, but you wouldn’t have anything without it. It’s all those things that aren’t noticed till they’re not there. It’s the sauté chef reaching in the cooler knowing that he has all the right ingredients to prepare the dish just called out. It’s the pastry chef preparing 3 different kinds of ice cream for the desserts on the menu. It’s the fry chef making sure the oil is fresh and hot, ready for use. It’s the salad chef having everything ready to assemble a variety of salads from the same few ingredients, differing in presentation and dressing.
courtesy Rooster’s Kitchen
It’s the dishwasher, knowing if he doesn’t get the dirty pans out and clean ones back, the whole kitchen grinds to a halt.
Mise en place is all about the knowing everything that is required to produce the finished meal, and making sure all the ingredients are ready to use when needed. It’s about thinking through things before they happen, so that when they happen, you’re one step ahead.
It’s all about being prepared.
Our evening at Rooster’s Wood-Fired Kitchen was delightful on so many levels. The front of house staff were gracious in working with me to make sure we could have a front row seat to all the action; the wait staff were friendly, knowledgeable, and attentive; the chefs prepared wonderful food while displaying their skills to an audience.
But it was more than just a meal – it was a demonstration of excellence from top to bottom, one that any organization could learn from.
Whatever your end product is – a worship experience, sermon, leadership class, playtime with kids, etc.
…it all starts with making sure you have everything in its place before beginning.
It’s easy to talk about enhancing performance, improving efficiency and being a more influential leader. So why don’t we do it more?
Maybe it is because leadership books often feel stale. It’s often a same-idea, different-author experience. Leadership is a set of abilities, and it can be learned and improved on a regular basis. But we have to seek that improvement.
Does boredom keep you from scheduling time on a regular basis to grow your leadership skills?
THE QUICK SUMMARY
Anyone who’s learned the basics of an instrument can follow a chord chart or play from sheet music, but only musicians who have carefully developed their talent can improvise. Instead of being limited to the notes on the page, great improvisers draw on the theory and techniques they’ve learned in the past to create something original in the present.
The same is true of great leaders. Anyone can read a few books and apply the lessons, but only the best leaders can bring out the best in any person, in any situation. These improvisational leaders understand the key principles of connecting, coaching, and communicating and use these ideas to build strong teams.
In Improv Leadership, Stan L. Endicott and David A. Miller share five leadership competencies which allow IMPROV leaders to initiate powerful conversations, create memorable moments, and craft personal coaching strategies that help people grow. Improv Leadership cultivates teams of people who love their work (and each other), who perform at a high level, and who stop the disruptive carousel of staff turnover.
Stan L. Endicott and David A. Miller have worked together to identify the overarching competencies of effective leadership and develop concrete tools to help every reader become a leader who understands how to grow teams one moment and one relationship at a time. The five competencies of IMPROV Leadership are not rigid sequential steps, nor do they apply only to specific industries or fields. Instead, this book will meet the felt need for leadership growth with “evergreen” principles that can be successfully introduced into any situation.
You can’t predict every challenge you’ll face. There’s no playbook that covers every decision. But with practice in Improv Leadership you can lead well in every situation.
A SIMPLE SOLUTION
According to authors Stan Endicott and David Miller, improv is not making something up on the spot. Improv is bringing together many basic, well-known elements to form a complex whole that fits with the moment.
Your first thought when you hear “improv” may be in terms of music, but did you ever think that everyone improvises hundreds of times a day? It is called language.
The simplest, most routine sentence we utter rests on thousands of hours of experience learning words, grammar, and syntax. It comes by a little instruction and a lot of trial and error.
As a leader, your words have power with others. We have more responsibility for what happens and does not happen as a result of what we say.
No matter what problem you might encounter in your organization, you have a better chance of navigating it successfully with IMPOV leadership.
Stan Endicott and David Miller
The five leadership competencies of IMPROV leadership are:
Story Mining – Thoughtfully uncovering a person’s story and letting it shape the way you lead them. It is not about making people better. It is about making people known.
Precision Praising – Carefully crafting praise to inspire, motivate and even course-correct your team. It refers to the right words of affirmation given to the right person at the right place and time.
Metaphor Cementing – Using concrete illustrations to “cement” an idea in someone’s mind.
Lobbing Forward – Creatively challenging people to look beyond today to what might be in the future.
Going North – Using indirect influence to redirect a person’s perspective.
Stan Endicott and David Miller, with Cory Hartman, Improv Leadership
A NEXT STEP
Use the following ideas and exercises by the authors to begin practicing the five leadership competencies of IMPROV leadership.
Story Mining
Answer the following for each person who reports to you directly.
What are your team member’s children’s names? Grandchildren’s? (For bonus points, how old are they, or what grade are they in?)
Where and how did your team member meet his/her spouse?
Where did your team member grow up? How often do they go back there?
Where else has your team member lived that had a significant impact on their life story?
What is your team member’s most prized possession?
What (outside of work) does your team member enjoy doing?
What is your team member’s idea of a great vacation?
How did you do?
Precision Praising
Think about a time when someone praised you such that it changed the course of your story. With the help of the tool below, think about what was going on that made that moment of pride impactive, and look for clues of how you can create a similar moment for the people on your team.
What precisely were you praised for? What were the details and specifics of the praise?
How well did the person know you at the time? What was the scope and depth of your relationship with the person who praised you?
Was there something unique about the timing of the praise? If so, what?
Was there something special about the context or location of the praise? If so, what?
Did anyone else hear the praise? If so, how did the presence of others influence the dynamics of the praise?
What was the immediate impact of the praise in your life?
How often have you remembered that moment in your life? What has been the long-term impact?
Do you think the person would be surprised that you are talking about their praise now? Why or why not?
Metaphor Cementing
The greatest communicators use metaphors as a painter uses a brush. If we as leaders want to touch our people with a message that they cannot misunderstand and cannot ignore, we must learn to use the tool too.
As you think through the metaphors you are going to use in your next meeting, presentation, or one-on-one with a team member, use these three guardrails to stay inside of and make the most of those opportunities.
Stand on Common Ground – Use a metaphor that both you and your audience understand.
Line Up Your Shot – Make sure you have your words just right.
Don’t Paint a Picture; Build a Gallery – Use a variety of metaphors over time so as to work the same concept from different angles.
Lobbing Forward
Committing to practice Lobbing Forward initiates a change in the leader before there is a change in the people being led.
Lobbing Forward requires a leader to be humble.
An established pattern of Precision Praising sets up Lobbing Forward well.
You have to know your people well.
Lobbing Forward is more often done in private.
Use tried-and-true word choices.
You can Lob Forward with entire teams as well as individuals.
Going North
Here are five fundamentals for Going North:
Reveal common ground.
Surprise with a gift.
Disrupt the setting.
Teach using story.
Create a shared experience.
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
Part of a recurring series on 27gen: Chef Stories. Stories from the past, present, and future in my personal experience in various parts of the culinary world. This particular story is from a few years ago, when my son was entering his senior year at Johnson & Wales University in pursuit of a degree in Culinary Arts and Food Service Management.
Recently my wife, youngest son, and I were treated to absolute poetry in motion. A group of trained professionals were executing their craft, each one knowing his specific responsibilities as well as supporting the rest of his team. Years of practice were evident in their graceful moves, focused intensity, and clarity of purpose. We had front row seats, and the show was excellent.
No, we weren’t watching a ballet or dance company, or an athletic event – we were eating dinner, celebrating a special occasion.
The kitchen is right in the center of the restaurant, and we had reservations in the prime observation spot – the Chef’s Counter – where all the action was just a few feet away.
The food was excellent: fresh ingredients, prepared in such a way to bring out the natural flavors, served by a warm and friendly wait staff. But this isn’t about the food, as good as it was. It’s about two fundamentals of the restaurant business that can be applied to your organization: efficiency and mise en place. Today let’s look at efficiency; next time, mise en place.
Rooster’s doesn’t have a large kitchen, but it is designed to function with efficiency. The sauté station anchors one half of the center; this is where constant motion is an understatement. Sauté is where the chef is juggling eight or ten pans at a time, making flames, making things jump.
Around the corner at the rear of the kitchen is the namesake of the restaurant: a wood fired grill and oven. The chef here grills all the meat dishes called out, sending them to the front to be paired with side dishes – some from the saute’ station, others from the other half of the kitchen center – the salad, soup, and fry station. To call these dishes “sides” is an injustice – any one of them (we had five among the three of us) could stand alone as a signature dish.
The front area is grand central station: here the expediter calls out the orders as they come in, checks on orders in progress, and makes the final touches as they head to the guest. The final touch is important – it may be the finishing touch of sauce, or a garnish, or a quick wipe of an errant splatter on the plate.
The corners of the kitchen: pastry chef, preparing delicacies to finish out a wonder dinner; meat chef, taking larger cuts prepared on the grill and finishing them to order; and the support staff, taking out dirty pans and bringing in clean ones and bowls, plates, cups and saucers for the chefs to cook and plate food.
A picture doesn’t do this justice – you would have to have a video camera to catch all the movement involved above. But I want to drive home the point:
courtesy of Rooster’s Kitchen
It’s all about efficiency: no wasted movement.
Everyone in the kitchen knew what was going on, what their job was, and how they can support the rest of the team as needed. The pastry chef would slip around the sauté station, helping the chef plate items as they came off the stove. Once, she literally held out a plate to her back, out of sight, and the chef plated the dish, while she was moving another one with her other hand.
The sauté chef helped out on the grill; the expediter helped out on saute’; the pastry chef started an item on the grill when that chef had to step away for a moment.
That is more than efficiency – it’s the solid work of a team that knows individual and team roles, to the point that they are one.
Can you say the same about the teams in your organization?
Coming Next Week: Part 2, A Successful End Starts with the Beginning
In the months leading up to the year 2020, there was no shortage of social media posts, articles, sermons, and more talking about a “2020 Vision.” For many pastors, it was a dream topic to build a sermon series around – and many did.
A sampling of sermon topics in January 2020 would have shown an intentional look forward into a future of a year or two, or maybe even five years or more.
But when March 2020 rolled around, and the realities of the COVID-19 pandemic began to sink in, the lofty visions of 2020 evaporated. Church leaders around the country and the world began to shrink their vision from the lofty goals of just a few months earlier to, “What are we going to do this weekend?”
Fifteen months later, though that immediacy has lessened somewhat, only to be replaced with even more troubling questions like these:
How long is this pandemic going to last?
Will we be able to return to normal?
What if normal never returns?
In just a few weeks, future thoughts became present realties, and many leaders find themselves stuck there today.
Even when treading water in reality, leaders can get mired in a flood of information and answers about what to do next.
The world around us is evolving at dizzying speed. Tomorrow refuses to cooperate with our best-laid plans—the future routinely pulls the rug from underneath us.
Although people yearn for a return to “normal,” or try to predict the “new normal,” there is no such thing as normal. There is only change. Never-ending, constant change. Sometimes slow, sometimes fast, but constant nonetheless.
Answers to vexing problems are no longer a scarce commodity, and knowledge has never been cheaper. By the time we’ve figured out the facts – by the time Google, Alexa, or Siri can spit out the answer – the world has moved on.
Obviously, answers aren’t irrelevant. You must know some answers before you can begin asking the right questions. But the answers simply serve as a launch pad to discovery. They’re the beginning, not the end.
Every day we experience the uncertainty, risks, and emotional exposure that define what it means to be vulnerable or to dare greatly. Based on twelve years of pioneering research, Brené Brown PhD, LMSW, dispels the cultural myth that vulnerability is weakness and argues that it is, in truth, our most accurate measure of courage.
Brown explains how vulnerability is both the core of difficult emotions like fear, grief, and disappointment, and the birthplace of love, belonging, joy, empathy, innovation, and creativity. She writes: “When we shut ourselves off from vulnerability, we distance ourselves from the experiences that bring purpose and meaning to our lives.”
Daring Greatly is not about winning or losing. It’s about courage. In a world where “never enough” dominates and feeling afraid has become second nature, vulnerability is subversive. Uncomfortable. It’s even a little dangerous at times. And, without question, putting ourselves out there means there’s a far greater risk of getting criticized or feeling hurt. But when we step back and examine our lives, we will find that nothing is as uncomfortable, dangerous, and hurtful as standing on the outside of our lives looking in and wondering what it would be like if we had the courage to step into the arena—whether it’s a new relationship, an important meeting, the creative process, or a difficult family conversation. Daring Greatly is a practice and a powerful new vision for letting ourselves be seen.
A SIMPLE SOLUTION
Leaders find vulnerability often looks and feels like discomfort.
Addressing this topic, Seth Godin writes:
Leadership is scarce because so few people are willing to go through the discomfort required to lead. It’s uncomfortable to stand up in front of strangers. It’s uncomfortable to propose an idea that might fail. It’s uncomfortable to challenge the status quo. If you’re not uncomfortable in your work as a leader, it’s almost certain you’re not reaching your potential as a leader.
According to author Brené Brown, in a world where scarcity and shame dominate and feeling afraid has become second nature, vulnerability is subversive. And, without question, putting ourselves out there means there’s a far greater risk of feeling hurt.
Vulnerability sounds like truth and feels like courage.
Brené Brown
The Daring Greatly Leadership Manifesto
To the CEOs and the teachers. To the principals and the managers. To the politicians, community leaders, and decision makers:
We want to show up, we want tolerant and we want to inspire.
We are hardwired for connection, curiosity, and engagement.
We crave purpose, and we have a deep desire to contribute and create.
We want to take risks, embrace our vulnerabilities, and be courageous.
When learning and working are dehumanized – when you no longer see us and no longer encourage our daring, or when you only see what we produce or how we perform – we disengage and turn away form the very things that the world needs from us: our talent, our ideas, and our passion.
What we ask is that you engage with us, show up beside us, and learn from us.
Feedback is a function of respect; when you don’t have honest conversations with us about our strengths and our opportunities for growth, we question our contributions and your commitment.
Above all else, we ask that you show up, let yourself be seen, and be courageous. Dare Greatly with us.
To visually summarize and simplify the most important insights about “courage” found in Brené Brown’s “Leadership Manifesto” above, gather your team and conduct the following exercise.
Select the three to five most important insights about courage found in the Manifesto.
Imagine you have to communicate these insights in the form of a billboard.
Define the tagline, the call-to-action, and the image (a photo, illustration, or drawing) that communicate the essence of those insights.
Think about appropriate colors and compositions.
Choose the best technique to execute this (digital tools, drawing by hand, collage, etc.).
Place the billboard where everybody can see it before and during a future idea-generating session.
This single visual recreation of “courage” will help you focus on generating solutions or new ideas.
The above exercise was adapted from 75 Tools for Creative Thinking, Booreiland
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
It’s easy to talk about enhancing performance, improving efficiency and being a more influential leader. So why don’t we do it more?
Maybe it is because leadership books often feel stale. It’s often a same-idea, different-author experience. Leadership is a set of abilities, and it can be learned and improved on a regular basis. But we have to seek that improvement.
Does boredom keep you from scheduling time on a regular basis to grow your leadership skills?
Workers want and need to know their work is appreciated. New research shows that gratitude boosts employee engagement, reduces turnover, and leads team members to express more gratitude to one another—strengthening team bonds. Studies have also shown that gratitude is beneficial for those expressing it and is one of the most powerful variables in predicting a person’s overall well-being—above money, health, and optimism.
Despite these benefits, few executives effectively utilize this simple tool. In fact, new research reveals “people are less likely to express gratitude at work than anyplace else.” What accounts for the staggering chasm between awareness of gratitude’s benefits and the failure of so many leaders to do it—or do it well? Adrian Gostick and Chester Elton call this the gratitude gap. In Leading with Gratitude, they identify the widespread and pernicious myths about managing others that cause leaders to withhold thanks.
Gostick and Elton also introduce eight simple ways managers can show employees they are valued. They supplement their insights and advice with stories of how many of today’s most successful leaders successfully incorporated gratitude into their leadership styles.
Showing gratitude isn’t just about being nice, it’s about being smart – really smart – and it’s a skill that everyone can easily learn.
A SIMPLE SOLUTION
For leaders wanting to retain great talent and better engage their people, the solution might be right under their noses. Showing gratitude to employees is the easiest, fastest, most inexpensive way to boost performance.
The best leaders positively engage with their teams consistently. But while practicing gratitude is easy, it is one of the most misunderstood and misapplied tools of management. That’s a shame, because it is also one of the single most critical skills for managers to master if they want to enhance their team’s performance and develop their leadership credibility.
The impact of gratitude needs to start within you, radiate outward, and lift up everyone on your team.
Leading with gratitude is not only about giving credit where credit is due, it’s actually knowing where it is due.
Adrian Gostick and Chester Elton
Seeing: Ways leaders can ensure they’ll spot great work being done.
Solicit and Act on Input – This is not new, but few leaders do it. Even more rare is to see leaders follow through on suggestions. Every day workers will face challenges in their work, and each of these problems can spark ideas for improvements.
Assume Positive Intent – Positive intent coaching steps include: 1) Pick up the phone or go see the person if at all possible; 2) gather all the facts before making decisions; 3) take a forward-looking approach; 4) pay close attention to all communication to avoid passive-aggressive language and set a positive tone.
Walk in Their Shoes – One of the great enablers of authentic gratitude is developing empathy for others. The best way to be truly empathetic is to actually walk in their shoes.
Look for Small Wins – Every small step toward an organization’s goals and values is worthy of acknowledgement. This ongoing, cumulative effect of small outcomes can be significant.
Expressing: Ways leaders voice and show their thanks.
Give It Now, Give It Often, Don’t Be Afraid – By checking in with people and helping them see they’ve made appreciable progress each day, leaders can boost energy levels considerably.
Tailor to the Individual – Smart leaders use the knowledge of individual motivators to tailor expressions of gratitude to each team member.
Reinforce Core Values – Expressions of gratitude, when connected to actions that are in line with the company or team core values, offer powerful opportunities to communicate why these grand ideals are so important.
Make It Peer-to-Peer – When employees are grateful to each other, they affirm positive concepts typically valued in their colleagues, such as trustworthiness, dependability, and talent.
Use the following ideas from authors Adrian Gostick and Chester Elton in each of the eight areas as a springboard for increasing how you lead your team with gratitude. Review the list below and select three of the axioms to push toward implementation. For each of the three, answer these questions:
What difference could implementing this idea make this week? Conceive it!
What is one action or activity currently missing but required for success? Create it!
What will be an indication of success in this effort, as measured by the impact on those around me? Celebrate it!
When will I review the results and select another axiom? Calendar it!
Solicit and Act on Input
Avoid the over-ask – Asking for ideas out of your team’s purview or asking too many questions at once.
Ensure specificity fits – Asking the right question of the right people in the right way.
If ideas aren’t viable, openly discuss why.
Assume Positive Intent
Creativity requires trust.
Use any mistakes as a chance to teach rather than an opportunity to punish.
Be aware of factors beyond your team’s control.
Walk in Their Shoes
Take time to ask your team about difficulties they may be encountering.
Coach yourself to regularly ask your team about how they’re approaching their work and if they could share recent accomplishments.
Radical candor has to come with deep empathy and a desire to help others.
Look for Small Wins
Notice and express appreciation for small-scale efforts as much as major achievements.
Identify top performers and let them know the difference they are making.
Encourage team members to give shout-outs to each other.
Give It Now, Give It Often, Don’t Be Afraid
Mark important contributions through day-to-day recognition.
Positive reinforcement triggers reward signals in the brain, reinforcing the action and making it more likely to be repeated.
Frequent gratitude gives team members perspective that any setbacks aren’t the end of the world.
Tailor to the Individual
Is the achievement a step toward living your values?
Is the achievement a one-time, larger step that reinforces your values?
Is the achievement an ongoing, above-and-beyond demonstration of your values in action?
Reinforce Core Values
Team members want to know 1) who you profess to be (your brand) and 2) do you live up to what you profess (your culture).
Help your team understand common values-driven conflicts and provide ways to deal with them.
Help your team understand and respect the values, even if they may not completely agree with them.
Make It Peer-to-Peer
In the best teams, employees feel free to speak up, share ideas, and know they can ask others for help.
Peer recognition can help build bonds outside of immediate teams, break down silos, and help workers in different locations feel connected to one another.
Online systems to facilitate peer-to-peer gratitude.
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
In the months leading up to the year 2020, there was no shortage of social media posts, articles, sermons, and more talking about a “2020 Vision.” For many pastors, it was a dream topic to build a sermon series around – and many did.
A sampling of sermon topics in January 2020 would have shown an intentional look forward into a future of a year or two, or maybe even five years or more.
But when March 2020 rolled around, and the realities of the COVID-19 pandemic began to sink in, the lofty visions of 2020 evaporated. Church leaders around the country and the world began to shrink their vision from the lofty goals of just a few months earlier to, “What are we going to do this weekend?”
Fifteen months later, though that immediacy has lessened somewhat, only to be replaced with even more troubling questions like these:
How long is this pandemic going to last?
Will we be able to return to normal?
What if normal never returns?
In just a few weeks, future thoughts became present realties, and many leaders find themselves stuck there today.
Even when treading water in reality, leaders can get mired in a flood of information and answers about what to do next.
The world around us is evolving at dizzying speed. Tomorrow refuses to cooperate with our best-laid plans—the future routinely pulls the rug from underneath us.
Although people yearn for a return to “normal,” or try to predict the “new normal,” there is no such thing as normal. There is only change. Never-ending, constant change. Sometimes slow, sometimes fast, but constant nonetheless.
Answers to vexing problems are no longer a scarce commodity, and knowledge has never been cheaper. By the time we’ve figured out the facts – by the time Google, Alexa, or Siri can spit out the answer – the world has moved on.
Obviously, answers aren’t irrelevant. You must know some answers before you can begin asking the right questions. But the answers simply serve as a launch pad to discovery. They’re the beginning, not the end.
Our ability to make the most out of uncertainty is what creates the most potential value. We should be fueled not by a desire for a quick catharsis but by intrigue. Where certainty ends, progress begins.
The future will get even more perplexing over the next decade, and we are not ready. The dilemma is that we’re restricted by rigid categorical thinking that freezes people and organizations in neatly defined boxes that often are inaccurate or obsolete. Categories lead us toward certainty but away from clarity, and categorical thinking moves us away from understanding the bigger picture. Sticking with this old way of thinking and seeing isn’t just foolish, it’s dangerous.
Full-spectrum thinking is the ability to seek patterns and clarity outside, across, beyond, or maybe even without any boxes or categories while resisting false certainty and simplistic binary choices. It reveals our commonalities that are hidden in plain view.
Bob Johansen lays out the core concepts of full-spectrum thinking and reveals the role that digital media – including gameful engagement, big-data analytics, visualization, blockchain, and machine learning – will play in facilitating and enhancing it. He offers examples of broader spectrums and new applications in a wide range of areas that will become possible first, then mandatory. This visionary book provides powerful ways to make sense of new opportunities and see the world as it really is.
A SIMPLE SOLUTION
According to author Bob Johansen, in a future loaded with dilemmas, disruption will be rampant, and clarity will be scarce. In his book, The New Leadership Literacies, Johansen wrote that the disruptions of the next decade will be beyond what many people can cope with.
Written in 2017, his words are a clarion call for leaders today. Leaders in 2021, in the midst of the ongoing pandemic, will need to provide enough clarity to make disruption tolerable – even motivational. They will also need to communicate realistic hope through their own stories of clarity.
The best way to lead in a disruptive world is to be very clear where you’re going, tell a great story about it, and then be very flexible about how you bring that future to life.
Clarity emerges in the space between insight and action. Clarity is the ability to see through messes and contradictions to a future that others cannot yet see.
When facing a highly uncertain future, you need to use strategic foresight to think like this:
Now – FUTURE – Next
It is completely appropriate to spend most of your time on the Now, the Action. That is where your organization is, and where you should focus. Incremental innovation is great, as long as it keeps getting results. If you invest in Future – not just Next – you will be able to achieve much greater clarity. Clarity emerges in the space between insight and action.
The future is not always incremental, and it is often disruptive. Trends are patterns of change you can anticipate with confidence, but disruptions are breaks in the pattern of change. Looking long can help you get a better view of where things are going.
When your team is stuck and can’t decide on moving forward, try the following exercise to evaluate ideas according to their level of innovation, their desirability, and feasibility.
Write the idea or decision to be made on a chart tablet, and divide your team into three groups. Here’s the kicker: As leader of the team, try your best to place members of your team into groups that would not be their first choice. Give them 30 minutes to do their group work.
The first group evaluates innovation – is the idea new? The group should evaluate the idea as:
Disruptively new (might cause major consequences)
Totally new (people might become familiar without major consequences)
Improvement (improves something in a way people haven’t noticed before)
The second group evaluates the desirability. Do people want this idea? What kind of needs are fulfilled? Evaluate the ideas as:
Proof of need and desire – there is evidence of need and desire
Assumed need and desire – there are high chances of need and desire
Unknown need and desire
The third group will evaluate the feasibility. How will the idea be developed? Evaluate the idea as:
Highly feasible
Moderately feasible
Not feasible
At the conclusion of the group discussion period, bring everyone together and have each group report the highlights of their discussion, listing them on the chart tablet in the three areas of innovation, desirability, and feasibility.
Utilize the newly discovered information to move forward with your idea or action.
The above exercise was adapted from 75 Tools for Creative Thinking, Booreiland
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
In our fast-paced, get-it-done-now culture, the fact is that almost everyone on your team could use some help in increasing their personal productivity. This pace has only been accelerating because of the COVID-19 pandemic and the resulting changes in our lives.
The very nature of ministry often makes the “I’ve gotten something done today” feeling elusive. For many church leaders, there are no edges to their work – it’s not easy to tell when the work is finished, because it really never is. Most of your team have at least half a dozen things they are trying to achieve right now – today! And a pastoral need could arise at any moment to make that to-do list completely irrelevant.
Is it possible that our productivity could actually be increased by first slowing down?
Productivity isn’t just about getting more things done. It’s about getting the right things done–the things that count, make a difference, and move the world forward. In our current era of massive overload, this is harder than ever before. So how do you get more of the right things done without confusing mere activity for actual productivity?
When we take God’s purposes into account, a revolutionary insight emerges. Surprisingly, we see that the way to be productive is to put others first–to make the welfare of other people our motive and criteria in determining what to do (what’s best next). As both the Scriptures and the best business thinkers show, generosity is the key to unlocking our productivity. It is also the key to finding meaning and fulfillment in our work.
By anchoring your understanding of productivity in God’s purposes and plan, What’s Best Next will give you a practical approach for increasing your effectiveness in everything you do. This expanded edition includes a new chapter on productivity in a fallen world and a new appendix on being more productive with work that requires creative thinking.
A SIMPLE SOLUTION
Jocelyn Glei describes the concept of “reactionary workflow” as follows: “Through our constant connectivity to each other, we have become increasingly reactive to what comes to us rather than being proactive about what matters most to us.”
According to this line of thought, being informed and constantly updated becomes a disadvantage when the deluge of information coming in supplants your space to think and act.
Cal Newport takes this concept further, writing about a “deep reset.” Already in existence, but exacerbated by the COVID-19 pandemic, many people are experiencing a severe dislocation to much of what they’ve come to trust and to expect.
What is the best response to this “severe dislocation”?
The essence of a Gospel Driven Life is this: We are to use all that we have, in all areas of life, for the good of others, to the glory of God – and that this is the most exciting life.
Matt Perman
To be a gospel-driven Christian means to be on the lookout to do good for others to the glory of God, in all areas of life, and to do this with creativity and competence. Further, being gospel-driven also means knowing how to get things done so that we can serve others in a way that really helps, in all areas of life, without making ourselves miserable in the process through overload, overwhelm, and hard-to-keep-up systems.
There are four steps for leading and managing yourself for effectiveness: define, architect, reduce, and execute.
Define
This means not only knowing where you are going, but also knowing your criteria for deciding that altogether. This is not just a matter of clarifying your values, It is a matter of identifying the right values to have, and basing outlives – our entire lives, especially right here at the center – on those values that God and His Word lift up as central.
Architect
Once you identified the most important principles, goals, and ongoing priorities in your life, you can’t just leave it at that. You have to weave these things into the structure of your life through a basic schedule, or time map, because intentions aren’t enough. The essence of the architecture step can be summarized this way: Structure your life by living your life mainly from a flexible routine, to a set of lists.
Reduce
After creating this structure, often you’ll find that making everyone fit is the biggest obstacle. This doesn’t necessarily mean you’ve archived wrong; it just means you need to reduce. But you don’t get rid of the rest by simply letting balls drop. Rather, you do it by creating systems and using tactics that ultimately expand your capacity. The essence of reducing can be summarized this way: Reduce not the basis of what’s most important, not on the basis of living a minimalistic life, and do this by implementing systems that enable you to ultimately expand your capacity overall.
Execute
This is the stage of making things happen in the moment. It is easy to think of execution as synonymous with productivity, but in reality it is actually only the last step. Execution is about living out our priorities every day, on a moment-by-moment basis. Plan your week, manage your workflow, and make your projects and actions happen – along with navigating your day in the moment.
Conveniently, these steps form the acronym DARE. We should be radical and risky and creative and abundant in using our effectiveness to make life better for others.
In the author’s words, will you DARE to let the gospel transform the way you get things done? Here are some of his ideas:
Define
Develop a mission statement for your life that actually works
Define your roles and keep track of them
Architect
Create a good weekly schedule
Set up the right routines
Reduce
Learn how to handle interruptions
Overcome procrastination
Execute
Plan your week in a few simple steps
Create simple project plans
Even by just reading the above list, you will be able to improve your productivity. For deeper dives into each of the areas listed, as well as additional helps, be sure to check out these additional author’s resources.
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years, one of the things I looked forward to the most was the delivery of My Weekly Reader, a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
It’s easy to talk about enhancing performance, improving efficiency and being a more influential leader. So why don’t we do it more?
Maybe it is because leadership books often feel stale. It’s often a same-idea, different-author experience. Leadership is a set of abilities, and it can be learned and improved on a regular basis. But we have to seek that improvement.
Does boredom keep you from scheduling time on a regular basis to grow your leadership skills?
In 1984, Doug Conant was fired without warning and with barely an explanation. He felt hopeless and stuck but, surprisingly, this defeating turn of events turned out to be the best thing that ever happened to him. Doug began to consider what might be holding him back from realizing his potential, fulfilling his dreams, and making a bigger impact on the world around him
Embarking on a journey of self-reflection and discovery, he forged a path to revolutionize his leadership and transform his career trajectory. Ultimately, Doug was able to condense his remarkable leadership story into six practical steps. It wasn’t until Doug worked through these six steps that he was able to lift his leadership to heights that ultimately brought him career success, joy, and fulfillment.
In The Blueprint, part leadership manifesto, part practical manual, Doug teaches leaders how to work through the same six steps that he used to transform his journey. The six steps are manageable and incremental, designed to fit practically within the pace of busy modern life. Knowing how daunting the prospect of change can be, Doug arms readers with exercises and practices to realistically bring their foundation to life in every situation. Now, today’s leaders who feel stuck and overwhelmed finally have a blueprint for lifting their leadership to make meaningful change in their organizations and in the world.
A SIMPLE SOLUTION
The work of personal leadership is hard, inner work. And it isn’t just for those who want to lead people and teams; it’s for all who want to lead a life of meaning and purpose – a life that earns the trust of others.
Becoming an effective leader who lifts your organization to new heights may seem challenging, but it doesn’t need to be complicated. Strong leadership is rooted in basic principles. No matter the specifics of the organizations you may work for throughout your career, the essential foundations you must build will remain constant.
The tough problems organizations face today can best be solved by wise, principled leaders built on solid foundations.
The blueprint is a tool for bringing to life the dreams of leaders. You’re not manufacturing a building; you will be manifesting your leadership dreams.
Douglas Conant
To build your foundation, and get where you want to go, there are six steps.
Step 1 – Envision: Reach High
First, you have to set the intention to do better and Envision what success looks like to you – to reach high. It is in this sep that you will take your fist crack at articulating your Leadership Purpose.
Step 2 – Reflect: Dig Deep
Next, you will Reflect on our experiences to uncover your leadership beliefs, to dig deep into what makes you, you; in this step, you will uncover the life lessons that anchor your leadership, and develop a deeper understanding of your unique personality, motivations, temperament, and skill set.
Step 3 – Study: Lay the Groundwork
In the third step, you will Study, to fill in all the cracks from your dig, laying the groundwork with all the learnings and insights from the world that exists beyond your own personal experiences.
Step 4 – Plan: Design
Using design thinking techniques, you get to conceive your Plan – an exquisite design for the exact Leadership Model you envision, derived from your Leadership Purpose and your Leadership Beliefs.
Step 5 – Practice: Build
In this step you will build Practice into your change process. You’ll brainstorm small steps you can take – little, actionable practices – that you can begin to fold into your habits.
Step 6 – Improve: Reinforce
Finally, you Improve, continually learning from what you did right, and what you could have done better, reinforcing the strength of your Foundation in perpetuity.
Use the following ideas, suggestions, and exercises by author Douglas Conant to help begin the process of building a solid foundation for your leadership dream.
Envision
Given your unique purpose and motivations, what do you want your future to look like? If there were not limitations, what would you want to do? What is possible?
Reflect
Develop a leadership vocabulary which will ultimately help you communicate your vision to others and bring your dreams to life in your leadership model. It will also help you articulate the traits you admire in others.
Study
Develop a list of five to ten of the top practices you’ve observed in the best leaders you’ve known or studied. These “best practices” will help connect the reflection you have done so far to upcoming actions.
Plan
Create a visual model to anchor your thinking and express the unique approach of your leadership model. This will provide a way to grasp something seemingly complex in a simple and easy-to-understand way.
Practice
Extracting specific actions from your recollections, write down one distinct and actionable practice for each area of your evolving leadership model.
Improve
Taking a look at the work you have done so far, think about three things you care deeply about and that you will be able to pursue with a joy that comes from doing the things you are good at. Thinking back to the first step, Envision, what did your boldest dreams of success look like. What do you have to improve to get there?
Part of a regular series on 27gen, entitled Wednesday Weekly Reader
During my elementary school years one of the things I looked forward to the most was the delivery of “My Weekly Reader,” a weekly educational magazine designed for children and containing news-based, current events.
It became a regular part of my love for reading, and helped develop my curiosity about the world around us.
Along with early and ongoing encouragement from my parents – especially my father – reading was established as a passion in my life that I was happy to continually learn from, share with my children, and watch them share with their children.
27gen.com 