What the Cycles of History Tell Us About America’s Next Rendezvous with Destiny

Today is a follow on post to The History of America’s Future, which looked at Generations, a 1992 book by William Strauss and Neil Howe. Generations is a speculation by the authors that the history of America can be seen as a succession of generational cycles.

The Fourth Turning is one of their follow-up books, taking a DEEP dive into what the next “turning” could look like. Keep in mind that this was written in 1997, and uses past history to project a possible future.

A few quotes from the opening chapter sets the tone:

America feel’s like it’s unraveling.

Though we live in an era of relative peace and comfort, we have settled into a mood of pessimism about the long-term future, fearful that our superpower nation is somehow rotting from within.

Not long ago, America was more than the some of its parts. Now, it is less. Where we once through ourselves collectively strong, we now regard ourselves as individually entitled.

Yet even while we exalt our own personal growth, we realize that millions of self-actualized persons don’t add up to an actualized society. Popular trust in virtually every American institution – from businesses and governments to churches and newspapers – keeps falling to new lows. Public debts soar, the middle class shrinks, welfare dependencies deepen, and cultural arguments worsen by the year.

Wherever we’re headed, America is evolving in ways most of us don’t like or understand. Individually focused yet collectively adrift, we wonder if we’re headed toward a waterfall.

I first read these words when the book was released, and readily identified with them. Over the 20+ years since, I think they are even more prophetic.

Here is how Strauss and Howe set up this book:

At the core of modern history lies this remarkable pattern: Over the past five centuries, Anglo-American society has entered a new era – a new turning – every two decades or so. At the start of each turning, people change how they feel about themselves, the culture, the nation, and the future. Turnings come in cycles of four. Each cycle spans the length of a long human life, roughly eighty to one hundred years, a unit of time the ancients called the speculum. Together, the four turnings of the speculum comprise history’s seasonal rhythm of growth, maturation, entropy, and destruction:

  • The First Turning is a High, an upbeat era of strengthening institutions and weakening individualism, when a new civic order implants and the old values regime decays.
  • The Second Turning is an Awakening, a passionate era of spiritual upheaval, when the civil order comes under attack from a new values regime.
  • The Third Turning is an Unraveling, a downcast er a strengthening individualism and weakening institutions, when the old civic order decays and the new values regime implants.
  • The Fourth Turning is a Crisis, a decisive era of secular upheaval, when the new values regime propels the replacement of the old civic order with a new one.

Each turning comes with its own identifiable mood. Always, these mood shifts catch people by surprise.

Strauss and Howe label The Fourth Turning as a book that turns history into prophecy, taking you on a journey through the confluence of social time and human life.

Part One – Seasons – Acquiring new tools for understanding self, life, family, society, and civilization. Learn about the cycles of life, generational archetypes, turnings, and history.

Part Two – Turnings – Revisit post-World War II American history from the perspective of turnings and archetypes. Gain new insight about why the first three turnings of the current Millennial Saeculum have evolved as they have. Read why this saecular journey must culminate in a Fourth Turning and what is likely to happen when it does.

Part Three – Preparations – Explore what you and the nation can do to brace for the coming Crisis. Learn how, by applying the principles of seasonality, we can steer our destiny.

An appreciation for history is never more important than at times when a saecular winter is forecast. In the Fourth Turning, we can expect to encounter personal and public choices akin to the harshest ever faced by ancestral generations. We would do well to learn from their experience, viewed through the prism of cyclical time. Through much of the Third Turning, we have managed to postpone the reckoning. But history warns that we can’t defer it beyond the next bend in time.


Part of a series looking at history and future through the lens of generations


How to Show Appreciation to Your Team by Building Two-Way Respect

As the leader of a team of three – or three hundred – do you think your team feels appreciated by their coworkers – and you?

Studies have shown that while we expect to get paid for the work we do, and we would all like to make more money, the number one factor in job satisfaction is not the amount of pay but whether or not the individual feels appreciated and valued for the work they do.

There is something deep within the human spirit that longs for appreciation. Without a sense of being valued by supervisors and coworkers, it can be easy to feel like you are a part of a machine or just a number.

While communicating appreciation to employees and colleagues may sound easy, there is more to it than just saying “thank you.”

THE QUICK SUMMARY

Reward and recognition programs can be costly and inefficient, and they primarily reward employees who are already highly engaged and productive performers. Worse still, these programs actually decrease employee motivation because they can make individual recognition, rather than the overall success of the team, the goal. Yet many businesses turn to these measures first – unaware of a better alternative. So, when it comes to changing your organizational culture, carrots and sticks don’t work!

What does work is Dr. Paul Marciano’s acclaimed RESPECT model, which gives you specific, low-cost, turnkey solutions and action plans– based on seven key drivers of employee engagement that are proven and supported by decades of research and practice―that will empower you to assess, troubleshoot, and resolve engagement issues in the workplace:

Carrots and Sticks Don’t Work delivers the same proven resources and techniques that have enabled trainers, executives, managers, and owners at operations ranging from branches of the United States government to Fortune 500 corporations to twenty-person outfits to realize demonstrable gains in employee productivity and job satisfaction.

When you give a little RESPECT you get a more effective organization, with reduced turnover and absenteeism and employees at all levels who are engaged, focused, and committed to succeed as a team. In short, you get maximum ROI from your organization’s most powerful resource: its people!

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A SIMPLE SOLUTION

Author Paul Marciano believes that as our level of respect grows for an individual, so does our level of engagement. Conversely, when we lose respect, we disengage. Therefore, it is difficult, if not impossible, to feel a sense of commitment to a person, team or organization that one disrespects.

Marciano goes on to say that the essence of being a powerful and effective leader is having loyal followers who willingly do what is asked of them. Such real and enduring power cannot be demanded or coerced. It comes from a lifetime of quietly caring about, respecting, and serving others.

In other words, a culture of respect.

The RESPECTTM Model is an actionable philosophy base on the simple principle that when people are treated with respect they engage and work harder to achieve the goals of the organization.

The RESPECTTM Model is defined by seven critical drivers that influence an employee’s internal assessment of respect and subsequent level of engagement.

Recognition: Employees feel acknowledged and appreciated for their contributions. Supervisors regularly recognize deserving team members, and people are rewarded based on their work performance.

Empowerment: Supervisors provide employees with the tools, resources, and training to succeed. Employees experience high levels of autonomy and are encouraged to take risks. Supervisors take the initiative to communicate with employees and ensure that they are equipped to succeed, not fail.

Supportive feedback: Supervisors provide employees with timely specific feedback in a supportive, sincere, and constructive manner. Feedback is delivered for the purpose of reinforcement and improvement – never to embarrass or punish.

Partnering: Employees are treated as business partners and actively collaborate in business-making decisions. They receive financial information, understand the big picture, and are given wide latitude in decision-making. Supervisors serve as advocates for their employees’ development and growth. Team members and departments actively communicate and share information with one another.

Expectations: Supervisors ensure that goals, objectives, and business priorities are clearly established and communicated. Employees know precisely the standards by which their performance is evaluated and are held accountable for meeting their performance expectations.

Consideration: Supervisors, managers, and team members demonstrate consideration, caring, and thoughtfulness toward one another. Supervisors actively seek to understand employees’ opinions and concerns and are understanding and supportive when employees experience personal problems.

Trust: Supervisors demonstrate trust and confidence in employees’ skills and abilities. Employees trust that their supervisor will do right by them. Leaders keep their promises and commitments and, in return, are trusted by employees.

Paul Marciano, Carrots and Sticks Don’t Work: Build a Culture of Employee Engagement with Principles of RESPECTTM

A NEXT STEP

Author Paul Marciano believes that people follow leaders they respect and by whom they are respected. Respected leaders inspire followers to engage in the work that needs to be done to fulfill the mission and vision of the organization. Many leaders, however, assume that respect should be automatically bestowed upon them based on their position.

In truth, leaders must earn respect by treating those around them with respect every day.

Using the RESPECT acronym above, spend focused time reflecting on how you as a leader are accomplishing – or not – each specific action listed. After reflection, rate yourself on a scale of one to five where one equals “This is missing in my leadership” and five equals “I consistently demonstrate this action.”

For every four or five rating, congratulate yourself in keeping up the high standard, but also consider how you might become complacent. List ways to become even better in these areas.

For each three rating, you are sitting on the fence. Review the actions, and list things you can do that will immediately put you on the way to a four and maybe even a five rating – and do them.

For each one and two rating, list actions that will help you move in a positive direction. Challenge yourself to implement at least one action in each of the areas each week, in order to be a leader who respects your team.

After a two-month period of taking the above actions, revisit the lists you have made, and note your progress.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Follow These Five Steps to Deliver a Great Guest Experience

First impressions of your campus and facility last.

First impressions are automatic – taken in and recorded by our senses, often registered for later recall. More often than not, they make an immediate impact on our decision to participate and to return – or not. We may not agree with it or not, but the consumer mentality of the world we live in has moved full force into our church world. Our churches don’t compete with the “world” so much as the experiences of the world.

As you live your life day in and out, you are living the life of a consumer.

  • Where do you consume?
  • Where do you shop?
  • Who provides service for you?
  • Most importantly, why?

You may stop at your favorite coffee shop for a good cup of coffee – and the conversations you have with the barista and the other regulars in the shop. Your supermarket always has good value and a wide selection of the food your family likes. Clothes from a particular shop just fit better – and the sales associates are always helpful with suggestions. The point is, you have established expectations of each place and the people who work there.

Is it any different for Guests and attendees at your church?

If your goal is to create a space and an experience that will positively impact people, you must first plan and evaluate it from the perspective of its quality. You start that process by examining the daily places and routines in the offices, retail, and recreation spaces of the people you are trying to reach. The homes they live in, the offices they work in and the stores they shop in all communicate a level of expectation they have for their space.

Close your eyes for a moment and think about the last time you truly had a great experience with a company as a consumer, an experience that captured your heart, soul, mind, and spirit. What about it was special? Call it “X” – that “je ne sais quoi” that makes something so special.

Here’s another unique retail establishments that are game changers in the customer experience world.

But what do these organizations – and others who are providing exceptional customer services – have to do with your church’s Guest Experience?

I happen to think they are a timeless reminder that experience still matters.

THE QUICK SUMMARY

Zingerman’s in Ann Arbor, Michigan, is a beloved deli with some of the most loyal clientele around. It has been praised for its products and service in media outlets far and wide, including the New York Times, Men’s Journal, Inc. Magazine, Esquire, Atlantic Monthly, USA Today, and Fast Company. And what started out as a small deli has grown to a flourishing restaurant, catering service, bakery, mail-order operation, creamery, and training business.

Booming business and loyal customers are proof enough that the Zingerman’s team knows a thing or two about customer service. Now in Zingerman’s Guide to Giving Great Service, co-founder Ari Weinzweig shares the unique Zingerman method of treating customers, giving the reader step-by-step instructions on what to teach staff, how to train them, how to implement the training, how to measure their success, and finally, how to reward performance.


A SIMPLE SOLUTION

Seemingly small things like going the extra mile, remembering customer’s names, noticing a nice order and saying “thanks,” taking time to show a new customer around our place of business – those individual acts are still the things that make great service a reality.

Great service is still given – and will always be given – one customer at a time. They come in, are engaged, and are won over one by one.

In terms of translating what we’ve believed from the beginning into a model that genuinely works in the real world, there are five major parts to what we do. While many organizations do one part or the other, my belief is that all great service providers do all five well.

We Teach It

Without effective training, great service is just one more good idea that never really happens. We’re relentless about our service training. When someone finishes our training, they actually know what we expect with regard to service. And – through our classes, seminars, and training materials – we’ve given them a series of very tangible tools with which to make it happen. The more we teach it, the more effectively we can – and do – live it.

We Define It

Treating service as a generic, if desirable, concept isn’t going to help anyone improve the quality of their work. What helps is that we’ve given a clear definition of service – what we refer to as a “recipe” – that works.

We Live It

At the end of the day, this is what really counts. I think that what sets us apart is that after defining it and teaching it, we actually devote enormous energy to walking our talk. Mind you, we never get it perfect. But we constantly work at it, perfecting the alignment between the way we teach it, the way we define it, and the way we live it.

We Measure It

Service measurement provides the service world with the same sort of helpful data that financial statements provide you with for your money. Quite simply, measurement gives us a scorecard for service, a commonly shared language about how we’re doing, where we’re succeeding and where we’re falling short.

We Reward It

It’s imperative that we effectively recognize and reward those in our organizations who go out and give great service. Both formal and informal reward systems will go a long way toward helping to build the service-oriented culture and the effective service delivery we’re so committed to.

Ari Weinzweig, Zingerman’s Guide to Giving Great Service

A NEXT STEP

Using the five ideas listed above, convene a team brainstorming session. Write each of the five ideas at the top of a chart tablet, one idea per chart tablet.

With a blue marker, list as many activities as you can that you and your teams are currently doing with that idea. Repeat for each of the five ideas.

With a green marker, list as many activities as you can that you and your teams would like to do with that idea. Repeat for each of the five ideas.

On each of the five chart tablets in blue (current), circle the top three actions that you can make better. Assign a champion to each, and ask them to develop a timeline for implementation.

On each of the five chart tablets in green (future), circle the top three actions that you would like to begin. Assign a champion to each, and ask them to develop a timeline for implementation.

Ask for monthly updates in each of the areas being worked on.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

The History of America’s Future

Sometime in the early 1990s, I became aware of a new book by William Strauss and Neil Howe, entitled Generations: The History of America’s Future, from 1584 to 2069. As a student of history, I eagerly dove into the book, studied it, and have revisited it often in the thirty years since.

In Generations, the authors speculate the history of America as a succession of generational biographies, beginning in 1584 and encompassing everyone through the children of today. Their bold theory is that each generation belongs to one of four types, and that these types repeat sequentially in a fixed pattern. The vision of Generations allows us to plot a recurring cycle in American history – a cycle of spiritual awakenings and secular crises – from the founding colonists through today and well into this middle of this century.

Generations come in cycles. Just as history produces generations, so too do generations produce history.

William Strauss and Neil Howe

From the book, a brief description of the four cycles:

Strauss and Howe labeled the four generational types Prophet, Nomad, Hero, and Artist. With one exception, they have always recurred in a fixed order. During a spiritual awakening, Prophets are moving into rising adulthood while Nomads are appearing as children; during a secular crisis, Heroes are moving into rising adulthood while Artists are appearing as children. Later in life, these generations trigger another social moment and thus keep the cycle turning.

The first and third types are what we call “dominant” in public life – Prophets through redefining the inner world of values and culture, and Heroes through rebuilding the outer world of technology and institutions. The other two types are “recessive” in public life, checking the excesses of their more powerful neighbors – Nomads as pragmatists, Artists as ameliorators.

The passage of four generations, Prophets through Artists, completes one full generational cycle over the course of four, twenty-two year phases of life (a total duration of roughly ninety years). From the 1584 Puritan birth year forward, the authors traced five such cycles through American history – of which three (Colonial, Revolutionary, and Civil War) are fully ancestral, a waning fourth (Great Power) comprises the eldest 28 percent of the American population at the beginning of 1991 (when the book was released), and an emerging fifth (Millennial – the name of the cycle, not the name of the generational cohort) includes the youngest 72 percent. Within these cycles, we identify eighteen generations, from John Winthrop’s Puritans to Jessica McClure’s Millennials – and a recurring pattern of awakenings and crises.

Keep in mind that this was written in 1991.

So, here we are in late 2020, and what does the history of America’s future look like?

From above: during a secular crisis, Heroes are moving into rising adulthood while Artists are appearing as children.

That would be today’s Millennials moving into rising adulthood, and Gen Z appearing as children and teenagers.

So, according to Strauss and Howe, a secular crisis looms.

That pretty much describes 2020, don’t you think?

Here is where the life cycle can help. The story of civilization seldom moves in a straight line, but is rich with curves, oscillations, and mood shifts. The ebb and flow of history often reflect the ebb and flow of generations, each with a different age location, peer personality, and lifecycle story. By viewing history along the generational diagonal, by searching the cycle for behavioral clues, we can apply the mirror of recurring human experience to gaze around the corner of current trends and say something instructive about the decades to come.

William Strauss and Neil Howe

Here’s a timeline visualization of the generational cohorts:

What do you think?

Looking ahead: more ideas from Strauss and Howe, a look back (and today?) to the Gilded Age, and more!

Inspired and adapted from Generations: The History of American’s Future, 1584 to 2069

Improve Your Appreciation by Accelerating Personal Connection

As the leader of a team of three – or three hundred – do you think your team feels appreciated by their coworkers – and you?

Studies have shown that while we expect to get paid for the work we do, and we would all like to make more money, the number one factor in job satisfaction is not the amount of pay but whether or not the individual feels appreciated and valued for the work they do.

There is something deep within the human spirit that longs for appreciation. Without a sense of being valued by supervisors and coworkers, it can be easy to feel like you are a part of a machine or just a number.

While communicating appreciation to employees and colleagues may sound easy, there is more to it than just saying “thank you.”

THE QUICK SUMMARY – Leaders Eat Last: Why Some Teams Pull Together and Others Don’t by Simon Sinek

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things.

In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general. “Officers eat last,” he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What’s symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort–even their own survival–for the good of those in their care.
    
Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a “Circle of Safety” that separates the security inside the team from the challenges outside.

Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

A SIMPLE SOLUTION

According to author Simon Sinek, when we feel like we belong to a group and trust the people with whom we work, we naturally cooperate to face outside challenges and threats.

But when we do not have a sense of belonging, we are forced to invest time and energy to protect ourselves from each other, and in so doing, we inadvertently make ourselves more vulnerable to the outside threats and challenges.

Plus, with our attention facing inward, we will also miss outside opportunities. When we feel safe among the people with whom we work, the more likely we are to survive and thrive.

As leaders, how do we learn to know and trust our team?

Perhaps the most truly valuable thing we can do if we are to truly serve our constituents is to know them personally.

It may be impossible to know all your team in a large organization, but to know the name and details of the life of someone we are trying to help makes a huge difference.

Rule 1. Keep it real – bring people together

The added complications of the virtual world often mean we use the Internet as a means to expedite and simplify communication and the relationships we build. The ability to maintain distance, even complete anonymity, has made it easier to stop acting as humans should – with humanity.

Real, live human interaction is how we feel a part of something, develop trust, and have the capacity to feel for others.

Trust is not formed through a screen – it is formed across a table. There is no such thing as virtual trust.

Rule 2. Keep it manageable – obey Dunbar’s number

Oxford professor and anthropologist Robin Dunbar arrived at the conclusion that people simply maintain more than about 150 close relationships. That magical number is the number of close relationships we are naturally designed to manage. Any more than that starts to cause a break down if rigid social systems, or effective hierarchy and bureaucracy, are not implemented to help manage the scale.

When a leader is able to personally know everyone in the group, the responsibility for their care becomes personal. The leader starts to see those for whom they are responsible as if they were their own family, and likewise, those in the group start to express ownership of their leader.

Rule 3. Meet the people you help

As social animals, it is imperative for us to see the actual, tangible impact of our time and effort for our work to have meaning and for us to be motivated to do it even better. When we are able to physically see the positive impact of the decisions we make or the work we do, not only do we feel that our work was worth it, but it also inspires us to work harder and do more.

In other words, bosses telling us how important the work is, is nowhere near as powerful as us getting to see it ourselves.

Rule 4. Give them time, not just money

Money is an abstraction of tangible resources or human effort. Unlike the time and effort that people spend on something, it is what money represents that gives it its value. Someone who gives us a lot of money, as our brains would interpret their behavior, is not necessarily as valuable to our protection as someone willing to commit their time and energy to us.

What produces loyalty, that irrational willingness to commit to the organization even when offered more money elsewhere, is the feeling that the leaders of the company would be willing, when it matters, to sacrifice their time and energy to help us.

Rule 5. Be patient – the rule of seven days and seven years

Our world is one of impatience. A world of instant gratification. A world ruled by dopamine. Google can give us the answers we want now. We can buy online and get what we want now. We can send and receive information instantaneously. We have gotten used to getting what we want when we want it.

It takes time to get to know someone and build the trust required to sustain a relationship, personal or professional. There’s no hard data on exactly how long it takes to feel like we trust someone. I know it takes more than seven days and fewer than seven years. It is quicker for some and slower for others. No one knows exactly how long it takes, but it takes patience.

Simon Sinek, Leaders Eat Last: Why Some Teams Pull Together and Others Don’t

A NEXT STEP

Set aside a two-hour time block in your schedule. On each of five chart tablets, write one of the rules above at the top.

Spend twenty minutes on each value, writing a phrase or action that you can use to demonstrate this rule to your team. If needed, place an asterisk by actions that will need more time to develop.

After the five, twenty-minute sessions, use the final twenty minutes to go over the chart tablets and select the one, single most action for that rule that you can implement immediately – and make a pact with yourself to do so.

After one month of implementing this action, call your immediate team together to ask them if they have noticed any difference in your leadership style. If needed, prompt them with a brief comment about “appreciation.”

After a time of discussion with your team, encourage them to go through the same exercise personally, in order to implement the rules with their teams.

After three months, gather your team for a thirty-minute discussion on the “appreciation temperature” of your organization. Celebrate the successes, and challenge your team (and yourself) to keep the process moving forward.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

How to Deliver an Exceptional Guest Experience by Design

It is relatively easy to provide a great Guest Experience occasionally. You know, those big holiday events or other special occasions.

But in order to create an exceptional Guest Experience, it is vital that you do this every time.

The only way to achieve a consistently exceptional Guest Experience is if the experiences are designed.

To design something means that it is deliberate, not an accident or luck. Deliberate is a strong, proactive word. Stop and ask yourself these questions:

  • Is our Guest Experience process deliberate?
  • Did my team deliberately set out to create and deliver an exceptional Guest Experience?
  • Is the outcome of the Guest Experience one that we have proactively designed?

By observation, research, and onsite studies in organizations of all sizes and types across the country, in many cases the Guest Experience is not deliberate – it is something that just happens.

Guest Experience leaders care about their guests. Many leaders understand guests and have some insight into their experiences and needs. Often, though, these same leaders struggle to turn insight into action.

Design isn’t just choosing the right images and fonts for your next website revision. It’s a problem-solving process that incorporates the needs of guests, team members, and partners in your mission. It’s a way of working that creates and refines real-world situations.

Design is the secret weapon of organizations that gives them a strategic advantage in figuring out what services their guests need and in defining the exact characteristics of every guest interaction. Design helps you understand how a guest accesses your website, what a guest is likely to do as they approach your campus, and gives you clues about creating a welcoming environment.

Design is the most important discipline that you’ve probably never heard of.

The right Guest Experience changes, implemented the right way, won’t just fall into your lap. You must actively design them. This requires learning – and then sticking to – the steps in a human-centered design process.

THE QUICK SUMMARY – Outside In, by Harley Manning and Kerry Bodine

Customer experience is, quite simply, how your customers perceive their every interaction with your company. It’s a fundamental business driver. Here’s proof: over a recent five-year period during which the S&P 500 was flat, a stock portfolio of customer experience leaders grew twenty-two percent. 

In an age when customers have access to vast amounts of data about your company and its competitors, customer experience is the only sustainable source of competitive advantage. But how to excel at it? 

Based on fourteen years of research by the customer experience leaders at Forrester Research, Outside In offers a complete roadmap to attaining the experience advantage. It starts with the concept of the Customer Experience Ecosystem—proof that the roots of customer experience problems lie not just with customer-facing employees like your sales staff, but with behind-the-scenes employees like accountants, lawyers, and programmers, as well as the policies, processes, and technologies that all your employees use every day. Identifying and solving these problems has the potential to dramatically increase sales and decrease costs.

A SIMPLE SOLUTION

Organizations that want to produce a high-quality guest experience need to perform a set of sound, standard practices. Harley Manning and Kerry Bodine, in their book Outside In, have developed six high-level disciplines which can be translated into guest experiences: strategy, guest understanding, design, measurement, governance, and culture.

These disciplines represent the areas where organizations that are consistently exceptional at Guest Experiences excel.

Restating a comment from above, the only way to achieve a consistently exceptional Guest Experience is if the experiences are designed.

If you want to deliver an exceptional Guest Experience, you need to begin with the discipline of design.

The discipline of design is key because it lets organizations understand the current customer experience they provide, uncover opportunities for improvement, and track progress over time. It connects the dots starting with what needs to be done to improve customer experience, all the way to the benefits of what has been done.

The human-centered design process starts with research to understand guest needs and motivations. It’s all those activities in the discipline of understanding guests. Analysis is next – synthesizing the data into useful forms. The next phase is ideation, which is just what it sounds like – coming up with ideas. After that, it’s time to prototype – ranging from a simple redesigned guest survey to a full-scale mock-up of your typical guest experience on the weekend. Next, these prototypes are put into action with real people while you observe the results. Finally, you must document the features of the resulting product or service that has evolved.

The practices in the design discipline help organizations envision and then implement customer interactions that meet or exceed customer needs. It spans the complex systems of people, products, interfaces, services, and spaces that your customers encounter in physical locations, over the phone, or through digital spaces like websites and mobile apps.

Design spells the difference between a symphony orchestra performance and a garage band jam session. The orchestra performance is carefully arranged, rehearsed, and executed – just like the customer experience at top organizations. The jam session just sort of happens, with varying levels of quality – like what we’ve all encountered at companies we’ve stopped doing business with over time.

Design Practices

Follow a defined Guest Experience design process any time a new experience is introduced or an existing experience is changed in some way

Use guest understanding deliverables and insights to focus and define requirements for projects that affect Guest Experiences

Engage guests, team members, and partners as part of the experience design process

Use iterative ideation, prototyping, and evaluation as part of the experience design process

Identify the set of complex interdependencies among people, processes, and technologies that shape interactions with guests (the Guest Experience Ecosystem)

Harley Manning and Kerry Bodine, Outside In: The Power of Putting Customers at the Center of Your Business

A NEXT STEP

At your next Guest Experience team leader’s meeting, make the discipline of design the primary topic.

First, write the six words in bold from the first paragraph above (research, analysis, ideation, prototype, action and document) down the left side of a chart tablet.

Next, come up with a single Guest Experience action you are not currently doing but would like to implement in the next six months, writing the action on the top of another chart tablet.

Now, walk through each of the six steps, writing down ideas or actions needed for each step. At this stage, you don’t have to fully develop the proposed action – you are just creating a “design criteria list” for follow up.

After you have exhausted all ideas, go back and circle no more than three items under each step, representing the most important ones to do.

Identify one leader and two additional members from your team to take the proposed action and run with it. Using both the six steps and the five “Design Practices” noted above, they will recruit additional team members as needed to follow the actions as outlined, and bring a ready-to-proceed recommendation back to the larger team for a decision.

Excerpt taken from SUMS Remix 125, released August 2019.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

The Changing of Intergenerational Dynamics

People generally see what they look for, and hear what they listen for.

Judge Taylor in Harper Lee’s To Kill a Mockingbird

People are blind to the unexpected, the unusual, the periphery.

That’s all 2020 has been.

We’re at an unprecedented juncture in history: several generations of relatively similar size are sharing the stage and competing for influence. Generations matter because they behave in specific ways related both to when they came of age and to their situation at the current moment. “The creation of a world view is the work of a generation rather than of an individual,” wrote novelist John Dos Passos. “But we each of us, for better or for worse, add our brick to the edifice.”

I’m beginning a deep dive into current and future intergenerational dynamics, and the six books below are my starting point.

The Fourth Turning, William Strauss and Neil Howe

William Strauss and Neil Howe will change the way you see the world—and your place in it. With blazing originality, The Fourth Turning illuminates the past, explains the present, and reimagines the future. Most remarkably, it offers an utterly persuasive prophecy about how America’s past will predict its future.

Strauss and Howe base this vision on a provocative theory of American history. The authors look back five hundred years and uncover a distinct pattern: Modern history moves in cycles, each one lasting about the length of a long human life, each composed of four eras—or “turnings”—that last about twenty years and that always arrive in the same order. In The Fourth Turning, the authors illustrate these cycles using a brilliant analysis of the post-World War II period.

First comes a High, a period of confident expansion as a new order takes root after the old has been swept away. Next comes an Awakening, a time of spiritual exploration and rebellion against the now-established order. Then comes an Unraveling, an increasingly troubled era in which individualism triumphs over crumbling institutions. Last comes a Crisis—the Fourth Turning—when society passes through a great and perilous gate in history. Together, the four turnings comprise history’s seasonal rhythm of growth, maturation, entropy, and rebirth.

The Fourth Turning offers bold predictions about how all of us can prepare, individually and collectively, for America’s next rendezvous with destiny.

Bowling Alone, Robert D. Putnam

Twenty years, ago, Robert D. Putnam made a seemingly simple observation: once we bowled in leagues, usually after work; but no longer. This seemingly small phenomenon symbolized a significant social change that became the basis of the acclaimed bestseller, Bowling Alone, which The Washington Post called “a very important book” and Putnam, “the de Tocqueville of our generation.”

Bowling Alone surveyed in detail Americans’ changing behavior over the decades, showing how we had become increasingly disconnected from family, friends, neighbors, and social structures, whether it’s with the PTA, church, clubs, political parties, or bowling leagues. In the revised edition of his classic work, Putnam shows how our shrinking access to the “social capital” that is the reward of communal activity and community sharing still poses a serious threat to our civic and personal health, and how these consequences have a new resonance for our divided country today. He includes critical new material on the pervasive influence of social media and the internet, which has introduced previously unthinkable opportunities for social connection—as well as unprecedented levels of alienation and isolation.

At the time of its publication, Putnam’s then-groundbreaking work showed how social bonds are the most powerful predictor of life satisfaction, and how the loss of social capital is felt in critical ways, acting as a strong predictor of crime rates and other measures of neighborhood quality of life, and affecting our health in other ways. While the ways in which we connect, or become disconnected, have changed over the decades, his central argument remains as powerful and urgent as ever: mending our frayed social capital is key to preserving the very fabric of our society.

The Gilded Age, Alan Axelrod

The Gilded Age—the name coined by Mark Twain to refer to the period of rapid economic growth in America between the 1870s and 1900—offers some intriguing parallels to our own time. Prolific historian Alan Axelrod tackles this subject in a fresh way, exploring “this intense era in all its dimensions. . . . This book will reveal it . . . as, truly, the overture of the ‘American Century.’” He also looks at how it presaged our current era, which many are calling the “Second Gilded Age.” Photographs, political cartoons, engravings, news clippings, and other ephemera help bring this fascinating period into focus.

Zconomy, Jason Dorsey and Denise Villa

Gen Z changes everything. Today’s businesses are not built to sell and market the way Gen Z shops and buys, or to recruit and employ Gen Z the way they find and keep jobs. Leaders need answers now as gen Z is the fastest growing generation of employees and the most important group of consumer trendsetters. 

The companies that quickly and comprehensively adapt to Gen Z thinking will be the winners for the next twenty years. Those that don’t will be the losers or become extinct.  Zconomy is the comprehensive survival guide on how leaders must understand and embrace Generation Z. 

Researched and written by Dr. Denise Villa and Jason Dorsey from The Center for Generational Kinetics, the insights in Zconomy are based on their extensive research, they’ve led more than 60 generational studies, and their work with more than 500 companies around the world.

In Zconomy, Dr. Villa and Dorsey answer: Who is Gen Z? What do employers, marketers, and sales leaders need to know? And, most importantly, what should leaders do now?

This is the critical moment for leaders to understand and adapt to Gen Z or become irrelevant. Gen Z is already reshaping the world of business and this change is only going to accelerate. Zconomy is the definitive manual that will prepare any executive, manager, entrepreneur, HR or marketing professional to successfully unlock the powerful potential of this emerging generation at this pivotal time.  

The Upswing, Robert D. Putnam and Shaylyn Romney Garrett

Deep and accelerating inequality; unprecedented political polarization; vitriolic public discourse; a fraying social fabric; public and private narcissism—Americans today seem to agree on only one thing: This is the worst of times.

But we’ve been here before. During the Gilded Age of the late 1800s, America was highly individualistic, starkly unequal, fiercely polarized, and deeply fragmented, just as it is today. However as the twentieth century opened, America became—slowly, unevenly, but steadily—more egalitarian, more cooperative, more generous; a society on the upswing, more focused on our responsibilities to one another and less focused on our narrower self-interest. Sometime during the 1960s, however, these trends reversed, leaving us in today’s disarray.

In a sweeping overview of more than a century of history, drawing on his inimitable combination of statistical analysis and storytelling, Robert Putnam analyzes a remarkable confluence of trends that brought us from an “I” society to a “We” society and then back again. He draws inspiring lessons for our time from an earlier era, when a dedicated group of reformers righted the ship, putting us on a path to becoming a society once again based on community. Engaging, revelatory, and timely, this is Putnam’s most ambitious work yet, a fitting capstone to a brilliant career.

2030, Mauro F. Guillén

Once upon a time, the world was neatly divided into prosperous and backward economies. Babies were plentiful, workers outnumbered retirees, and people aspiring towards the middle class yearned to own homes and cars. Companies didn’t need to see any further than Europe and the United States to do well. Printed money was legal tender for all debts, public and private. We grew up learning how to “play the game,” and we expected the rules to remain the same as we took our first job, started a family, saw our children grow up, and went into retirement with our finances secure.

That world―and those rules―are over.

By 2030, a new reality will take hold, and before you know it:

– There will be more grandparents than grandchildren

– The middle-class in Asia and Sub-Saharan Africa will outnumber the US and Europe combined

– The global economy will be driven by the non-Western consumer for the first time in modern history

– There will be more global wealth owned by women than men

– There will be more robots than workers

– There will be more computers than human brains

– There will be more currencies than countries

All these trends, currently underway, will converge in the year 2030 and change everything you know about culture, the economy, and the world.

According to Mauro F. Guillen, the only way to truly understand the global transformations underway―and their impacts―is to think laterally. That is, using “peripheral vision,” or approaching problems creatively and from unorthodox points of view. Rather than focusing on a single trend―climate-change or the rise of illiberal regimes, for example―Guillen encourages us to consider the dynamic inter-play between a range of forces that will converge on a single tipping point―2030―that will be, for better or worse, the point of no return.

2030 is both a remarkable guide to the coming changes and an exercise in the power of “lateral thinking,” thereby revolutionizing the way you think about cataclysmic change and its consequences.


Look for more in the coming weeks.

Connect Better by Fast-Focusing on Listening

Many, if not most, leaders consider themselves good speakers. The basics are simple: leaders speak, their audience listens, and then they act on what was said.

Leaders also know that rarely happens, and that there’s really much more to it than that. While it may be easy to speak to groups of all sizes and on many diverse topics, one critical question remains: “Are we connecting with our audience?”

To fully connect with an audience, leaders need to understand “empathy.” While you may not equate the word empathy with excellent communication skills, it actually is the secret to connecting with your audience. 

When you are able to put yourself in another person’s shoes, and try to see things from their point of view, their world, and their perspective, you will have a greater chance at both reaching and connecting with them.

THE QUICK SUMMARY

You made a great point — but did anybody hear it?

Probably not, warns high-stakes communication expert Paul Hellman. The average attention span has dropped to 8 seconds.

So whether you’re presenting to a large audience, meeting one-on-one, talking on the phone, or even sending an email, you’ve got to engage others fast, before they tune you out, maybe forever.

Your challenge: to get heard, get remembered and get results.

Through fast, fun, actionable tips, You’ve Got 8 Seconds explains what works and what doesn’t, what’s forgettable and what sticks. With stories, scripts, and examples of good and bad messages, the book reveals three main strategies to get heard in a noisy world:

  • FOCUS: Design a strong message–then say it in seconds.
  • VARIETY: Make routine information come alive. 
  • PRESENCE: Convey confidence and command attention.


A SIMPLE SOLUTION 

People discover unseen opportunities when they have a personal and empathic connection with the world around them.

Dev Patnaik

How easy is it for you as a leader to imagine yourself in the place of those you lead? Do you intuitively understand the lives and stories of your audience? That may be made easier by the fact that your audience most likely “looks” like you in many areas – socially, economically, and spiritually to name a few. But what if your audience is different than you?

How can you connect with people who aren’t like you?

Yes, it is easier to connect with other people who are like us, but that doesn’t mean leaders can’t understand – and communicate – with people who are different from us.

Most messages, spoken or written, are designed from the speaker’s point of view. That’s upside down. Imagine you’re the audience. What would capture your attention?

The point is, your audience is probably not thinking about you. But to capture attention, you need to think about them. Be the audience.

Your audience, whether you are talking to 100 people at work or one person at home, has three questions, always the same.

Why should I listen (or read this)?

What exactly are you saying?

What should I do with this information?

To fast-focus your message, answer these three questions.

First Audience Question: Why Should I Listen

Fast-focus with a purpose statement.

A purpose statement is like a present. You immediately hook people with something they value. It’s a great way to state what you’re going to talk about and, more importantly, why. Why answers the audience’s question: “Why should we listen?”

Second Audience Question: What Exactly Are You Saying?

Fast-focus with your main message.

Third Audience Question: What Should I Do with This Information?

Fast-focus with a call to action.

A call to action spells out the next step. It’s usually about doing something. But if that doesn’t fit, the next stop could be to think something or feel something.

Paul Hellman, You’ve Got :08 Seconds

A NEXT STEP

Draw the following chart on a chart tablet.

With the chart and the following suggestions from author Paul Hellman, prepare your next presentation/message/communication with the Fast-Focus concepts.

  1. The Opening – The purpose statement is the hook that entices the audience to pay attention. The agenda statement that follows says how you’ll accomplish the purpose.
  2. The Body – If your audience could only remember one thing, what’s the one thing? Use a limited number of key points to develop the message.
  3. The Close – Close your presentation on a powerful note. What’s the next step? What should the audience do? If there’s nothing to do, then the call to action can also be what to think or what to feel.

Following the delivery of this presentation, pull together two-three associates and ask them to critique this presentation in terms of previous presentations on a similar topic. Listen with an open mind for possible areas of improvement.

Excerpt taken from SUMS Remix 129-3, released October 2019


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Four Core Guest Experience Behaviors to Practice

First impressions are automatic – taken in and recorded by our senses, often registered for later recall. More often than not, they make an immediate impact on our decision to participate and to return – or not. We may not agree with it or not, but the consumer mentality of the world we live in has moved full force into our church world. Our churches don’t compete with the “world” so much as the experiences of the world.

As you live your life day in and out, you are living the life of a consumer.

  • Where do you consume?
  • Where do you shop?
  • Who provides service for you?
  • Most importantly, why?

You may stop at your favorite coffee shop for a good cup of coffee – and the conversations you have with the barista and the other regulars in the shop. Your supermarket always has good value and a wide selection of the food your family likes. Clothes from a particular shop just fit better – and the sales associates are always helpful with suggestions. The point is, you have established expectations of each place and the people who work there.

Is it any different for Guests and attendees at your church?

If your goal is to create a space and an experience that will positively impact people, you must first plan and evaluate it from the perspective of its quality. You start that process by examining the daily places and routines in the offices, retail, and recreation spaces of the people you are trying to reach. The homes they live in, the offices they work in and the stores they shop in all communicate a level of expectation they have for their space.

Close your eyes for a moment and think about the last time you truly had a great experience with a company as a consumer, an experience that captured your heart, soul, mind, and spirit. What about it was special? Call it “X” – that “je ne sais quoi” that makes something so special.

THE QUICK SUMMARY – Covert Cows and Chick-fil-A by Steve Robinson

The longtime chief marketing officer for Chick-fil-A tells the inside story of how the company turned prevailing theories of fast-food marketing upside down and built one of the most successful and beloved brands in America.

During his thirty-four-year tenure at Chick-fil-A, Steve Robinson was integrally involved in the company’s steady then explosive growth from 184 stores and $100 million in annual sales in 1981 to more than 2,100 stores and more than $6.8 billion in annual sales in 2015. As a member of the marketing team and as chief marketing officer, Robinson was both a witness and participant in the company’s remarkable development into an indelible global success. Now he shares the story of Chick-fil-A’s evolution into one of the world’s most beloved, game-changing, and profitable brands. From the creation of the “Eat Mor Chikin” campaign to the decision to stay closed on Sundays to the creation of the company’s corporate purpose, Robinson provides a front-row seat to the innovative marketing, brand strategies, and programs that created a culture customers describe as “Where good meets gracious.” 

Drawing on his personal interactions with the gifted team of company leaders, restaurant operators, and Truett Cathy himself, Robinson explains the important traits that built the company’s culture and have sustained it through recession and many other challenges. He also reveals how every aspect of the company’s approach reflects an unwavering dedication to Christian values and to the individual customer experience. Written with disarming candor and revealing storytelling, Covert Cows and Chick-fil-A is the never-before-told story of a great American success.

A SIMPLE SOLUTION

The famous “My pleasure” response of Chick-fil-A team members arose from an experience by founder Truett Cathy in 2000. In 2003, Truett and his son Dan co-wrote the following leadership message, entitled, “My Pleasure”:

“My Pleasure” is more than just an operating standard and more than just a personal request. “My Pleasure” is an expression from the heart where team members, Operators, or staff members literally show that they want to go the extra mile – that they truly care about the other person. They have enough value in the other person to exceed expectations.

It was a transformative moment, charting a course to a place where a warm greeting would infuse every Chick-fil-A restaurant and create a culture of genuine hospitality.

As we began the journey to create an entirely new service model without the constraints of the fast-food tradition, we asked customers “What makes you feel most cared for? What made you want to come back to Chick-fil-A?”

More than 90 percent of guests answered, “When someone smiles at me, looks me in the eye, and lets me know I’m being cared for and treated with excellence. That’s above and beyond what I expect at a fast-food restaurant.”

If these were the desires of our guests, then we needed to package them in a way that made them easy for team members to remember. So we created the Core 4:

Create eye contact.

Share a smile.

Speak with an enthusiastic tone.

Stay connected to make it personal.

These were the four behaviors we wanted team members to extend whenever they were engaging a guest in a restaurant. When we packaged the request that way, it was amazing to see how teachable it was. Team members got it. The requirements were not lost among the other requirements in the quality guide.

We didn’t want to stop at “smiling and eye contact” and “my pleasure,” so we explored what we might add to take us into the second mile, and we selected three additional behaviors:

Carry eat-in meals to the table.

Check in with guests for any needs.

Carry large orders, such as Chick-fil-A trays, to the car.

These simple, proactive behaviors became our “recipe for service.” As the name implies, this recipe consists of ingredients that are as critical as the ingredients in any of our menu items.

Steve Robinson, Covert Cows and Chick-fil-A

A NEXT STEP 

It’s time for a field trip! If you are lucky enough to have a Chick-fil-A restaurant nearby, take your team to lunch. As you prepare to go, instruct the team to be on the lookout for the specific behaviors described above.

If you are not located near a Chick-fil-A, take your team to another local restaurant. As you prepare to go, instruct the team to be on the lookout for specific behaviors mentioned above that may or may not be present.

After lunch, gather your team together for a debrief session. On a chart tablet, list comments by your teams during their experience. Underline the positive ones and circle the neutral or negative ones.

After everyone has had a chance to list their comments, lead a discussion about how the experience may prove instructive for developing your own “recipe for service.” On a separate chart tablet, list the ideas of your team that might comprise your “recipe.”

Review the list, and agree on no more than five actions that you will put into practice immediately. Assign a champion to create and deliver the “recipe” to your hospitality team leaders, and work with the leaders to implement across all teams.

After a six-week period of following the “recipe,” bring all the team leaders together to evaluate, and if necessary, revise the “recipe.” Continue to follow the “recipe” for the next six months, and revisit it again at the end of that period.

Excerpt taken from SUMS Remix 124-2, released August 2019.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<

Improve Your Ability to Connect with Others by Focusing Less on Yourself

Many, if not most, church staff leaders consider themselves good speakers. The basics are simple: leaders speak, their audience listens, and then they act on what was said.

Church leaders also know that rarely happens, and that there’s really much more to it than that. While it may be easy to speak to groups of all sizes and on many diverse topics, one critical question remains: “Are we connecting with our audience?”

To fully connect with an audience, leaders need to understand “empathy.” While you may not equate the word empathy with excellent communication skills, it actually is the secret to connecting with your audience. 

When you are able to put yourself in another person’s shoes, and try to see things from their point of view, their world, and their perspective, you will have a greater chance at both reaching and connecting with them.

THE QUICK SUMMARY – Simply Said: Communicating Better at Work and Beyond by Jay Sullivan

Simply Said is the essential handbook for business communication. Do you ever feel as though your message hasn’t gotten across? Do details get lost along the way? Have tense situations ever escalated unnecessarily? Do people buy into your ideas? It all comes down to communication. We all communicate, but few of us do it well. 

From tough presentations to everyday transactions, there is no scenario that cannot be improved with better communication skills. This book presents an all-encompassing guide to improving your communication, based on the Exec|Comm philosophy: we are all better communicators when we focus less on ourselves and more on other people. More than just a list of tips, this book connects skills with scenarios and purpose to help you hear and be heard. You’ll learn the skills to deliver great presentations and clear and persuasive messages, handle difficult conversations, effectively manage, lead with authenticity and more, as you discover the secrets of true communication.

Communication affects every interaction every day. Why not learn to do it well? This book provides comprehensive guidance toward getting your message across, and getting the results you want.

A SIMPLE SOLUTION

All leaders aspire to be better communicators. And most times, leaders feel that better communication starts with them. While not wrong, it would be a mistake to think that the focus needs to be on ourselves.

If we put the focus on what the other person is trying to gain from our exchange, we will do a better job communicating, because we will select more pertinent information, drill down to the desire level of detail, and make the information we are sharing more accessible to our audience.

If we want to improve our ability to connect with others, to understand them and to be understood more clearly, the easiest and most effective way to do so is to focus less on ourselves and more on the other person.

This is the single most significant differentiator we can apply to our communication skills to improve our effectiveness.

Your message to the world is, of necessity, your message connecting you to the world.

Your Content: the substance of what you want to convey.

Your Oral Communication Skills: the way you convey your substance.

Your Written Communication Skills: the way you represent yourself when you’re not physically present.

Your Interactions: the settings in which you engage your audience, whether it’s an audience of one or one hundred or one thousand.

Your Leadership: the way you set the tone and relate to others.

Jay Sullivan, Simply Said: Communicating Better at Work and Beyond

A NEXT STEP

Set aside some time for personal reflection on your ability to connect with others by focusing less on yourself and more on the other person.

Using the five statements above, rate yourself on a scale of one to five, where one equals “I really need help in this area” and five equals “I am consistent in this area.”

Use the following suggestions from author Jay Sullivan to improve in each of the areas above in which you scored yourself anything less than a three.

Your Content

  • Convey a clear message
  • Tell engaging stories
  • Organize your content

Your Oral Communication Skills

  • Make the most of your body language
  • Listen to understand
  • Deliver from notes and visuals
  • Respond to questions

Your Written Communication Skills

  • Edit for clarity
  • Structure your documents
  • Create reader-friendly documents
  • Write emails that resonate

Your Interactions

  • Conduct effective meetings
  • Delegate successfully
  • Share meaningful feedback

Your Leadership

  • Lead others with inspiration and influence
  • Show vulnerability

Excerpt taken from SUMS Remix 129, released October 2019.


Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “excerpt” for church leaders. Each Wednesday on 27gen I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt.

>>Purchase SUMS Remix here<<

>> Purchase prior issues of SUMS Remix here<<