The Architecture – The Final Two Questions Every Organization Needs to Answer, Part 5
There are two final questions (click here for the 6 Key Questions) every organization needs to answer to assure long-term effectiveness.
Both questions move from the current state of an organization (the focus of the first 4 questions) to the future state. Though the answers to the first four questions provide “guard rails” for the answering the final two questions, they do not specifically define the future.
But the answers to these last two questions do define and articulate the desired future state of the organization. And because of that, the answers can and should change over time, especially as they become reality. Let’s take a look at each question and how an organization can answer them.
What do we want to achieve in 15, 20 or 25 years? Big Hairy Audacious Goal – BHAG (or Big Hairy Audacious God Goal for faith-based organizations)
The BHAG concept’s taken from Jim Collins and Jerry Porras book Built to Last. They state that BHAG’s are bold, challenging and daunting goals that stretch the organization. As goals, BHAG’s are definable, measurable and drive the organization to “think out of the box” while inspiring people to see the possibility of a different future.
Finally,
What do we want to become in 5, 10, 15 years? Vision
We call this the “be” question because in articulating a desired future state – a vision, the answer is more qualitative then quantitative. It centers the organization on what it wants to become. The answer usually include words like “best”, “biggest”, “innovative”, “world-changing”, “life impacting”, etc.
The answers to both these questions drive, inspire and help assure the organization isn’t just looking at today but is aspiring to do and be more tomorrow.
In my next post I’ll provide some resources that can help your organization answer the 6 Key Questions.
To see SpringHill’s answers to the 6 Key Questions click here.
The Framework – The Next Two Questions Every Organization Needs to Answer, Part 4
Once an organization answers the first two of the 6 Key Questions – “what do we believe to be true?” and “what’s important to us?” it then needs to answer these questions –
Why do we exist?
What makes us distinct?
The answers to the first two questions, though absolutely critical, do not make an organization unique. But the answers to this second set of questions begin to highlight the essential distinctness an organization brings to the world.
Why do we exist? Mission
By answering this question an organization identifies its purpose for existence by focusing on the difference it’ll make in people’s lives and in the world. Mission is an action and outcome orientated statement and should be, in part, a response to the needs of the world in which the organization finds itself. For this reason, mission may change or adjust over time in response to the unique opportunities its context presents.
What makes us distinct? Brand (or philosophy of ministry for faith-based organizations)
Every organization has a brand (whether intentional or accidental) – it’s the attributes which make it distinct. An intentional brand requires thinking through the attributes of its products or services which are apparent to those who experience the organization, then making these attributes a reality in every part of the organization. The brand is the tangible expression of an organization’s mission, core values and statement of faith.
Answering these two questions is necessary for an organization to identify its unique calling and its distinctiveness in living it out.
In my next post we’ll look at the final two of the 6 Key Questions every organization needs to answer – “what do we want to achieve in the long-term?’ and “what do we want to become?”
To see SpringHill’s answers to the 6 Key Questions click here.
Creating a Culture of Commitment, Part 2
- What do we believe to be true?
- What’s important to us?
- Why do we exist?
- What makes us distinct?
- What do we want to achieve in 15, 20 or 25 years?
- What do we want to become in 5, 10, 15 years?
In a previous post I wrote that these are the 6 questions every organization needs to answer to assure long-term effectiveness. But it’s not just having answers, its making the answers a visible reality in the culture of an organization that makes a difference.
When the answers become a “visible reality” the organization’s members, be it staff, volunteers or donors, begin to believe in and become committed to the organization’s health and success.
Why does this happen? Linda Hill and Kent Lineback tells us in their new book Being the Boss – The 3 Imperatives for Becoming a Great Leader.
“People relate to worthwhile purposes and goals. Most of us want to feel a part of something larger and more important than ourselves. When workers were asked how important it was that their lives be meaningful, 83 percent said ‘very important’ and another 15 percent said ‘fairly important’. That’s an astounding 98 percent to whom it was at least ‘important’. Is it important to you and those who work for you? Most likely, it is.
The same survey revealed that less than half of all employees in every industry studied felt strongly connected to their company’s purpose. Most organizations – whether a small group or a large company – are missing a great opportunity by not focusing more on why they do what they do and why they matter to the world.”
Has your organization answered these 6 questions and made them a visible reality in your organization? Can you verify it by commitment of your staff, volunteers and donors? If you can answer yes to both questions your organization is on its way to long-term health and effectiveness.
To see SpringHill’s answers to the 6 Key Questions click here.
- What do we believe to be true?
Choosing the Right Measuring Stick
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Recently, at SpringHill, we’ve made an intentional change in how we evaluate our current performance. As I’ve mentioned in previous posts we track a number of indicators that help us gauge how well we’re performing against our goals and fulfilling our mission.
Even though, for years, we set annual goals, broken down by period (our year’s divided into three periods like a hockey game) and by month, our default position has been to compare our results to the previous year. There are many reasons we’ve done this but I think, at the end of the day, it’s been our desire to always improve that’s made last year’s results our measuring stick. So if we exceeded last year, we’ve improved and because improvement has been a higher priority than achieving our goals, we’ve been satisfied.
Then, over the last year, our team’s recognized that improving isn’t enough, that we work hard at setting achievable goals that align with our longer term targets. Our goals mean something. They’re important, even more important than what we did last year because, though we may be improving, the improvement doesn’t guarantee we’ve went far or fast enough to reach those long-term targets.
So we’ve made the change, it’s official. We no longer have improvement over last year as our measuring stick. It’s now our annual, period, and “split time” goals that we measure our performance against.
We’ve even taken last year’s numbers off our Scoreboard which we review in our weekly Huddle meetings. We’ll continue to use the previous year’s results as input into our goal setting as well as in helping analyze our current position but it’s now performance against our goals that will drive our work.
Funeral Perspective
I attended two funerals last week. I’ll admit I don’t like the reality of death. The Scriptures are clear – God created us to live forever. Instead death stole into the world, not as a welcomed friend, but as an enemy. So I have biblical support for my strong dislike of death.
But, though I despise death, I’ve come to appreciate funerals.
First, I appreciate funerals for the reasons we have them – they provide an opportunity to grieve our loss, to celebrate the life of a loved one, and to be with family and friends.
Yet there’s one more reason I’ve grown to appreciate funerals. It’s the serious perspective that can be gained, whether we like it or not, when we come face to face with death.
These funerals were for two very different people who died at two different places in their lives, one at the end of what we’d call a good long life, the other passed in mid-life. As I sat quietly in each service I asked myself two perspective giving questions. Each question had an eye on my potential funerals – one at the end of a long life and the other, more immanent, at mid – life.
The first question was simply “who’d be at my funeral and why”? The answer’s very revealing about the significance my life has had on others – whether it was positive, negative or neutral.
The second question is “what would be said about me?” Again the answer shines a needed light, showing what, if any, difference I made in the world. It also points to what I did or didn’t do with the gifts and abilities God gave me throughout my life.
So last week I not only attend two funerals, I had a needed perspective checkup on my life and how I’m living it.
Running for Clarity
For years I’ve been a runner. I run because it’s a simple, inexpensive way to stay in shape. Running is also an excuse to be outside, regardless of the weather. As such I’ve never owned a treadmill because, when I’ve had the opportunity to use one, I’ve found them to be well… torturous.
I have also discovered another significant benefit of running – when I run I find better solutions to pending problems, gain new perspectives on relationships, have better focus on a message that needs delivering or pray with more clarity.
The only reasonable explanation I’ve heard for this phenomenon is that running, with its physical rhythm of moving and breathing, especially outside, clears the mind of the clutter that can so easily cloud our thinking.
When I’ve had periods when I’m not running or not running much, I see a decrease in the quality of my thinking, especially around complex issues. On the other hand, as I look back on the last 30 years of my life, I can almost connect every good decision I’ve made, or idea I’ve had, to a run I’ve taken.
Now running isn’t for everyone. But doing something that includes the following three elements is a must if we’re to have any hope of experiencing clarity of thinking:
Rhythmic physical activity
That’s so simple to do it requires no thinking to do it
And keeps any potential distractions away
Such things as biking, walking, swimming or rocking in a chair (my 2nd favorite activity after running) can create the right combination of these elements as well.
So whatever the activity, making the effort to do it on a regular basis will de-clutter our minds and give us the clarity of thinking that’s necessary to deal with the complex world in which we live.
6 Questions Every Organization Needs to Answer, Part 1
Over the last week our staff and board reviewed our answers to 6 key questions every organization should answer. They are the highest level description of the destination and the guard rails every organization needs to assure long-term effectiveness.
Here are the 6 questions we reviewed and the place SpringHill provides the answers:
- What do we believe to be true? Statement of Faith.
- Why do we exist? Mission
- What’s important to us? Core Values
- What makes us distinct? Philosophy of Ministry
- What do we want to achieve in 15, 20 or 25 years? Big Hairy Audacious God Goal (BHAGG)
- What do we want to become in 5, 10, 15 years? Vision
The answers to the first 4 questions focus on the “now” and need to be a present reality within the organization. Thus they are the guard rails that keep the organization from getting off track.
The last 2 questions are future focused and provide the organization’s long-term destination. These answers need to be guided by and consistent with the answers to the first 4 questions.
All the answers should be treated like the Constitution of the United States – slow and laborious to change. Why? Because any change needs to appropriately involve every stakeholder group of the organization, and this takes time. If the answers keep changing it’s because the questions have never been truly answered.
Not only is it necessary to answer these 6 questions, it’s absolutely essential that the answers drive everything else in the organization. Every decision made within the organization is to be subservient to the answers to these questions. That’s why these answers are so important, and why they should rarely change.
Finally, we believe answering these questions not to be, a an act of calculation, but an act of discovery, a discovery that will pay richly in a long future of effective ministry.
To see SpringHill’s answers to the 6 Key Questions click here.
What We do During These Winter Months
It’s during these winter months that I’m often asked (mind you, rarely in a judgmental manner) “what do you and SpringHill do all winter long?” People know what SpringHill does during the summer – we have summer camp – but it’s the other nine months of the year that seem to be a mystery to people.
Now I’m not offended by such inquiries because they give me an opportunity to share all that we do during these busy months of winter. So, just in case you’ve also wondered, let me share with you the answer to the question “what do you and SpringHill do all winter long?”
In no particular order here’s a sampling of our work this winter:
Visit college campus’ across the Midwest to find, recruit, interview, reference check, do back ground checks and contract a 1000 people to work this summer.
Then prepare comprehensive and effective training for each of these 1000 new staff.
Create, plan and prepare 5 major programs and curriculums for campers and summer staff.
Make improvements to our property and facilities in time for our first campers to arrive.
Identify 65 church and ministry partners in 12 plus cities to host our Day Camps as well as identifying dozens of partners for 2013.
Market, sell, register, collect releases, medical forms, payments and answer the questions of parents for 23,000 summer campers.
Raise money to make the needed capital improvements and pay for 2500 camper scholarships.
Work out the logistics of weekly opening and closing days at 9 different SpringHill locations.
Oh yes, I nearly forgot, we’ll also serve nearly 12,000 retreat campers between now and the arrival of our first summer camper.
So as you can see, there’s no off-season at SpringHill, just a different season with different work. So as you think of SpringHill in the months to come, please remember this list and then pray for our staff that we’ll do all our work well, so that God might use our efforts to transform the lives of campers and staff we’ll have the privilege to serve in the coming months.
The All Staff Meeting
Eileen Zilch discussing some Key Indicators We just finished one of our 3 yearly All Staff Meetings this morning. We do one at the end of each of our three “seasons” scheduled along each of our three yearly Board of Director’s meetings. The meeting allows the entire staff to hear and interact with the same information that our board receives, including the results of the previous season and a look ahead to the rest of the year.
The meeting has evolved over time, moving from something that might be compared to a locker room speech to a more businesslike model. We continue to try to balance being “businesslike” and having that pre-game locker room feeling. Depending on the meeting we tend to lean one way or another.
The tone of today’s meeting clearly leaned towards more businesslike. Part of the reason was the large number of items on the agenda.
Our standard agenda includes:
Performance against our goals (see our weekly huddle goals –click here)
Progress on Key Initiatives
Ministry highlights and stories
President’s message (content varies meeting to meeting)
One other topic
We share the presentation responsibility among our management team. Today we had 7 different people present. Our goal is to share information quickly and succinctly allowing time for questions and comments by staff.
One of our biggest challenges has been the growing number of staff who have offices outside of Evart, MI. We’ve struggled finding reasonably priced technologies that would effectively include remote staff. Today, by using GoToMeeting, we had our best “technology” meeting yet, marked by a relatively high interaction between people in 6 locations. Not perfect, but less costly than people driving to the location.
Finally the highlight of these meetings is the simple fact that the entire SpringHill team is “together”, which, for me, is always a great thing.
The Truth about Faith and Planning
In Christian organizations we often live in the tension between faith and planning. The tension comes because we believe faith and planning to be polar opposites.
Christian history is full of stories of “great people of faith” who did miraculous things for God. We want to be a part of such stories. On the other hand, it isn’t nearly as appealing to be part of a story centered on a cold and calculated plan, professionally executed. Instead we want to “let go and let God” and become part of a “miracle”?
We want to be like Peter who stepped out of the boat to walk on the water but too often we ignore Nehemiah’s thoughtful and intentional plan to rebuild Jerusalem’s wall, or David’s strategic vision and preparation to build the temple. Did David and Nehemiah have less faith than Peter? Or how about this question, would you rather walk on water for a few seconds or rebuild a city or build God’s dwelling place on earth?
I know my answer; I want to do something significant and lasting. And to do something significant and lasting requires planning, preparation and vision. And it also requires prayer (re-read Nehemiah) and faith (re-read David’s temple preparation).
Like Nehemiah and David, God has called us to be stewards of our time, resources, gifts and abilities. As a result, a good steward plans and then assures those plans align with their master’s intentions. And the beautiful thing is, the better the stewardship, the greater the opportunity of being a part of a miracle.
Therefore we need to stop seeing faith and planning as polar opposites, instead we need to see them as essential companions in our work. When we do this, God will do His greater work, allowing us the possibility of being a part of a miracle that’s significant and lasting.
