What Gets Measured is What Gets Done! Part 1
“What gets measures is what gets done” is a powerful but also incomplete leadership maxims. It was first stated by Michael LeBouef, an author of a number of business and management books. It’s powerful because it turns out to be true. When you measure something on a consistent and timely basis the attention and feedback created by measuring it almost guarantees it improves. So if you want to achieve a goal, make it measurable and then actually measure it regularly, making it visible to the whole team, then the odds the goal’s achieved goes up significantly. As a result we measure the most important things at SpringHill, such things as the spiritual impact of our programs, number of people participating in our experiences, financial numbers, and quality of the experiences we create.
A good, yet simple SpringHill example is how our staff at our Indiana overnight camp set a goal for the number of campers they’d serve in our summer camp program this past year. Once the goal’s set they created a way to daily track (and sometimes more than daily) the progress towards the goal by using a simple white board in the middle of their office. The result of doing this was everyone knew everyday exactly where they stood in relationship to their goal, then they could, if necessary, make course corrections, and when they beat their goal (which they did) they all knew it and could celebrate the accomplishment together.
The key is to pick the right few things to measure, and then measure them in a timely and highly visible way. When you do this then “what gets measured almost always gets done.”
In my next post we’ll look at the paradox that this maxim doesn’t address – what to do with those most important things in life that aren’t measurable?
There and Back Again – A Fisherman’s Tale
Every fall I make two trips to northern Ontario, Canada fishing with two different groups of friends. We stay at one of the great places in the world – Camp Anjigami. By making Camp Anjigami our home base we’re able to fish many lakes for different species of fish (Walleye, Northern Pike, and Brook Trout).Each species provides its own challenges and thrills. But my favorite species, by far, is the Brook Trout, or as the Canadians call them “Speckled Trout”. They’re beautiful (and elusive) fish that put up a big fight. The only issue with catching these little darlings (at least for some of my buddies) is that the best Speckled Trout lake is also the most challenging one to get to. The trip requires us to boat over four separate lakes (including 2 sets of rapids) and make 5 portages, all of which takes about 3 hours, one way.
There is no short cut (unless you charter a floatplane) to this lake. So if you want the chance to catch Speckled Trout, you boat and hike. Now for me I love to catch these fish, but truthfully I may even love the journey there and back more than the fishing.Now why would I love the journey more than the fishing?
First, because it’s an adventure. Every time I make the trip something unexpected happens.
Second, the lakes and walks are absolutely rugged and beautiful.
Third, it’s a quest. I have a sense of accomplishment in getting there and back, and it doubles if we catch fish.
But primarily the journey reminds me of the most important work and activities in my life such as raising kids, building a lasting marriage, achieving career goals or becoming the man God’s created me to be. I’m reminded that these endeavors are also journeys. And like my Speckled Trout journey, if seen in the right perspective, all have a sense of adventure, beauty, and a quest for something big, meaningful, and lasting which makes the journey itself as joyful as the destination.
Thriving not just Surviving
Some gardens barely survive, others thrive. What’s different? It usually is a result of some combination of the four following things – good soil, water, sunlight and hard work.A close friend of mine was asked to give a talk to business leaders centered on the theme of “thriving not just surviving” and asked if I would share with him some of the things we do at SpringHill to thrive. Below is my answer to my friend’s request.
Like a garden there are four areas of focus that I’m convinced have helped SpringHill not just survive during these rocky economic and industry challenging times but actually thrive.
- People – always assuring people, whether it is staff, partners, or customers, are the organization’s top priority. Why? Because it’s the committed and talented people who make SpringHill a healthy and thriving ministry.
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Alignment – having clarity and commitment throughout the organization on the answers to the most important questions an organization faces such as:
- Why do we exist? Mission
- What’s important to us? Core Values
- What do we want to become? Vision
- What do we want to accomplish? Goals, both short and long-term
- What makes us distinct? Brand
- Culture – creating an organizational culture that is positive about the possibilities, respectful of people, appropriately challenging and accountable, and finally celebratory.
- Work – like a garden, creating a thriving organization requires ongoing attention and care of these three elements – the people, alignment and the culture of the organization.
There may be other elements necessary to thrive, but these four have been the center of SpringHill’s healthy growth for many years.
Fishing and the Beauty of Focus
This past August, on the annual Perry men’s Canadian fishing trip, my boys and I stumbled into a conversation about other types of fishing – fly, saltwater flats, and deep-sea fishing. We agreed that it would be fun to try these other kinds of fishing in addition to our spin casting (traditional), cold water fishing we do, knowing each type of fishing is capable of catching lots of fish.Yet the more we discussed the idea of trying these other methods of fishing, the more we realized it might not be as good as it sounds. For example, because of our fishing experience, we understand all too well that to be successful catching fish requires the right equipment, knowledge about the body of water to be fished, a working understanding of the habits of the targeted fish, and, most importantly, having the simple experience gained by hours of actual fishing. Which means, because each one requires its own knowledge, experience and equipment, the additional resources (time and money) needed to be successful would make it impossible to be really good at more than one method of fishing.
So it became apparent in our discussion that spreading our limited resources out to thinly between numerous types of fishing would lead us to not being very good at any of them. As a result we decided our best shot at being really good fishermen was to focus our limited resources on one type of fishing (spin casting, cold water fishing).
Which led me to reflect on just how easy it is for individuals, teams and organizations to be enticed by new and novel strategies and opportunities which promise only to deliver the same results (catching fish) as current methods, without considering the additional resources necessary to pursue these strategies nor the negative impact that a wider focus can have on the current work.
Boundaries for Leaders – Results, Relationships, and being Ridiculously in Charge
Every leader has a particular pair of glasses they tend to see their world through. It’s this perspective that shapes their leadership approach and ultimately the teams and organizations they lead. Some leaders see the world through market and customer glasses, others through financial glasses, yet others through product and service glasses.The first glasses I pick up are the people glasses. I see every organization, its mission and performance, in terms of people. I believe it is people who create products, who understand markets, relate to customers and ultimately produce financial results. People are the center of my leadership world.
This is why I’m drawn to writers and consultants who see the world in this same way. For example I’m a fan of Dr. Henry Cloud and his books. He sees leadership and organizations through people glasses. So when he publishes a new book I immediately read it, looking for the nuggets I can apply in my leadership context.
In his most recent book, Boundaries for Leaders, Dr. Cloud provides a helpful combination of neuroscience, psychology, leadership and common sense with real life illustrations from his work.
For example, he makes the case that leaders need to lead in such a way that it aligns with how people’s brains work. People’s brains need to have three “executive functions” or processes to achieve any goal, vision or objective be it driving a car or leading an organization. They are:
- Attention: the ability to focus on the right things
- Inhibition: the ability to avoid the things that keep us from achieving our goals
- Working memory: retain and access to the right information in order to make decisions and take action
This new insight led me to a helpful personal leadership evaluation by asking myself the following three questions:
“Do I keep our team focus on the right things?”
“Am I helping our team avoid distractions from the right things?”
“Does our team have access to the right information at the right time to do what they need to do?
Now it’s simply up to me to have the Attention, Inhibition, and Working memory necessary to make the right changes in these areas for the benefit our people and ultimately for the benefit of SpringHill.
Leading through Presence
When I began my career, I worked for a company that preached and expected its leaders to “manage by walking around” or “MBWA” as we called it. As a result, during my 10 years with the company I literally wore out the soles of my shoes before I even scuffed the uppers. This is no exaggeration – I must have resoled a half-dozen pairs of shoes in my tenure there.Also during this same period, my wife Denise and I were volunteer Young Life leaders. We learned that the one of the most important elements of relational ministry was “to see and be seen”. In other words we were to go to where high school students hung out, whether it was school, ball games or other local gathering spots. It was another version of MBWA.
Thus the MBWA and “to see and be seen” approach to leadership has so deeply influenced my leadership style that it’ now a deeply held value of mine. You see, for me, I must lead through being present in the lives and the work of those I’m called to serve.
However when I first arrived at SpringHill, because our camps are so large and spread out, our staff developed a habit of driving around camp. Though driving saved our staff a few minutes of time, it also meant that they’d miss the sounds, sights and smells of camp, and more importantly, interacting with campers and staff. You see, driving in this context isn’t the same as “seeing and being seen”, and it certainly doesn’t qualify as “walking around.”
So when I began my habit of walking around camp, people wondered how I had time “to take a walk”. My response was always “how do you not have time to see, hear, experience camp and interact with our campers and staff in the intimate way? Being present is how we’re going to lead SpringHill. Any extra time it takes to walk will more than be made up by the fact we’ll lead better for it.”
Now, as only God would have it, while I writing this blog over the last two days, our Michigan Retreats Director, Eric Woods, also posted an excellent perspective on Leading through Presence. Click here to glean his insights as well.
Prayers and Goals
My good friend, Terry Prisk, recommended (or more accurately he insisted) I read Mark Batterson’s book The Circle Maker. If you’re not familiar with it, The Circle Maker is a practical and inspirational book about prayer.Now I’ll admit I wasn’t sure the world (nor I) needed another book on prayer. I wondered to myself “what could someone possibly say about prayer that hasn’t already been said before?” But both because Terry insisted and because I set a personal goal to spend more time this year in prayer I picked up a copy of The Circle Maker and moved it to the top of my reading list.
And now that I’ve finished it, let me just say that I’m deeply thankful for Terry’s insistence and for Batterson’s insight. The Circle Maker shows the powerful connection between our dreams and goals and the spiritual discipline of prayer. As a goal driven person, this was the fresh perspective I needed and, more importantly, the inspiration my prayer life required.
Now, before you jump to the conclusion that The Circle Maker is a book that teaches a form of “name it claim” theology, let me assure you it’s not. Batterson doesn’t take us there. Instead he insists that “Bold prayers honor God, and God honors bold prayers. God isn’t offended by your biggest dreams or boldest prayers. He’s offended by anything less.” Yet he also is crystal clear that “God is not a genie in a bottle, your wish is not His command.” Then he goes on to say “His command better be your wish. If not you won’t be drawing prayer circles; you’ll end up walking in circles.”
So let me be a little like my friend Terry and ask you to consider skipping you traditional summer paperback and instead pick of a copy of The Circle Maker, it may be just the inspiration you need to take your prayer life to a new place.
Working with “Twentysomethings”
SpringHill summer staff in first aid training. “One of the largest issues we face is working with ‘twentysomethings’. Their work ethic is poor, they expect everything to be given to them, and they won’t stay with a commitment. We just don’t know what to do. And now we’re even beginning to wonder about the future of the Church if this is who will be taking over in the years ahead.”
This was the perspective expressed by a leader of a large Christian ministry at a round table discussion of Christian ministry CEO’s I participated in a couple of years ago. And after making his statement most of the other 20 leaders in the room all shook their heads in full agreement with many joining in with their own “horror stories” about working with those” darn twentysomethings”.
Ironically, there was one other Christian camp CEO in the group and when we heard this statement and the following discussion we just looked at each other with our eyebrows raised. You see, Christian camp ministry’s built on the good and faithful work of those “darn twentysomethings”. We couldn’t do what we’re called to do, nor do it nearly half as well (nor nearly as fun) without them.
This whole dialogue came rushing back to me earlier this summer as I interact with our nearly 1000 “twentysomethings” staff we hired to help us create SpringHill Experiences this summer.
Instead what I see in our summer staff is the total opposite what these Christian leaders expressed in that forum. As I shared with that group of leaders we, at SpringHill, serve alongside young adults who are highly committed, deeply concerned about others and the world, and who are willing to make great sacrifices to advance Christ’s Kingdom.
Then I said to these CEO’s – “maybe, instead of looking at the faults of twentysomethings, we should first examine our own leadership and the culture of our organizations to see if we have our own adjustments to make before we write off an entire generation of leaders, because in my experience poor followers are usually the result of poor leadership.”
Lessons from Falling Short of a Goal
Late last fall I had a physical and found out that my LDL cholesterol was 175, 75 points higher than the top of the acceptable range.As a result my Doctor recommended I take a LDL lowering drug. Instead I told him I wanted time to see if getting my health back in order would do the trick. So he gave me 6 months to see if I could move the LDL needle down.
So I set a stretch goal of lowering my LDL to 95 before my return visit. Then I created a plan which gave me the best chance to drop my LDL 80 points. Now 6 months later, having executed my plan to the best of my ability, I went back to the Doctor to learn if I achieved my goal.
And, as with many goals, I received both good news and bad news. The good news is I lowered my LDL by 53 points and the Doctor isn’t prescribing any medication. But the bad news is I’m still 27 points from my goal.
So I’m both satisfied and disappointed. Satisfied that my highest goal – taking no drugs has been temporarily avoided, disappointed because I didn’t reach my goal, all of which provides some important lessons about setting and missing goals:
- Because we tend to perform up to but not beyond our goals, setting a stretch goal puts us farther down the road than we’d have gone had our goals been more conservative even if we fall short of our goal.
- It’s easy to be unrealistic in setting short –term goals (and to easy to be conservative in setting long-term ones).
- Even when we fall short of our goals there’s always residual benefits from good performance (lower weight, better sleeping, etc.).
- Just because we don’t achieve our goals by the date set it doesn’t mean they’re unachievable, it just means, if we stay resilient, it’s only a matter of time before we cross the finish line.
Summer Camp’s Coming and it Shouldn’t Be a Surprise
Summer camp literally starts in a matter of days. We’ve known for years there’d be summer camp in 2013. We also know we’re going to have summer camp in 2014, 2015 and for as many summers as we can see into the future.In other words, it’s no surprise that summer camp is upon us. Of course this means there’s no excuse for not being prepared, planned out and ready for staff training and summer campers. Yet it wasn’t that long ago when, if you had visited SpringHill in May, you would have interrupted our frenzied work as being surprised by finding out at the last-minute that summer camp began in June.
This mad scramble had its allies within our team. Many folks, if they were honest, love the adrenaline rush of doing vast amounts of very important work in a very short period of time. As an organization we even unconsciously honored these folks for their great sacrifice for the cause. Unfortunately this only reinforced our organizational addiction to adrenaline and ultimately led to our team entering summer stressed, exhausted and drained.
So a number of years ago we all agreed that summer camp is never a surprise so there’s no good reason to save our all preparation for the month of May. We agreed that we would begin working on next summer during this summer, including pre-registering campers, finalizing host churches for our Day Camps, and signing up returning summer staff.
We also agreed that all the other important work for the next summer such as property and facilities improvements, summer staff recruitment, and curriculum and program development would begin immediately after camp ended, having specific plans with key milestone dates to keep us on track.
And, maybe most importantly, we also agreed to celebrate good, thoughtful and intentional planning and work instead of honoring adrenaline fueled activity.
So take this post as one small piece of our celebration for the good planning and work our team’s done to be ready for the summer of 2013 (and, for that matter, 2014). Though we’d all admit we’re not yet where we want to be, I’m confident in saying we’re in the best position I’ve ever seen us in going into the summer. And for this I tip my hat to our team for a job well done.
