Traction by Gino Wickman, published by EOS, 2007

Transcription

1 Traction by Gino Wickman, published by EOS, 2007 This is the name of a book that Crossroads Christian Consulting encouraged our church staff to read. Later they encouraged us to have all our leaders read it, or at least be familiar with a summary of it. What follows is our staff s Cliff Notes version of the book. (If you don t know what Cliff Notes are, evidently your level of academic laziness is way below that of those of us who know Cliff Notes and used them often.) Traction is a book by a businessman for businessmen. It deals with for-profit organizations. However, as the book deals with planning and implementing, there are many concepts that find application in non-profits as well as in ministries. These concepts are worth considering. Where concepts run counter to Scripture, we must ignore or modify them. The following is a summary of the book with some adaptions for ministry purposes. Introduction While there are many organizations or ministries that are well-run and productive, many are not. Or, they have been moving along well and then hit obstacles and/or frustrations which may include the following: 1) Lack of control instead of controlling things, things are controlling you. 2) People co-workers, members, etc. don t seem to listen, understand you, or follow through on responsibilities; you re not all on the same page. 3) Results while in ministry many results are invisible, in respect to the visible that signal a healthy congregation, there are many. 4) The ceiling progress and growth have stopped; there is need to break through to the next level. 5) Nothing s working - we ve tried all kinds of things and nothing seems to work; as a result our leaders have become numb to new ideas and we seem to be spinning our wheels. In the following chapters the author lays out the Entrepreneurial Operating System (EOS) from now on we will call it the Ministry Operating System (MOS). This is a holistic system that addresses six aspects of business or ministry. Chapter 1 EOS/MOS The Six Key Components Vision it is important for leaders and everyone in an organization to see a clear picture of what you would like to be and the direction you re going in your organization. The vision needs to be communicated to all, comprehended by all and owned by all. The clearer the vision and the better the communication, the greater is the possibility for good results. People it is important to have the right people in the right places (right structure). Data it is important to have the right data by which to measure progress and identify problems. Issues it is important to deal with obstacles/problems that get in the way of progress; achieving ministry goals is dependent first of all on God s grace, strength and blessing, and then our ability to resolve issues. (Note the parentheses in the spiritualizing of Traction s principles.) Processes documenting our way of ministry documenting the way we want to do, communicate and measure things, especially our core processes. Traction making the ministry vision a reality means executing well to bring focus, accountability and discipline to our congregation; this involves setting and achieving 90-day goals and priorities; it also involves a meeting pulse that keeps people aligned, focused and in communication.

2 Chapter 2 Letting Go of the Vine Building a True Leadership Team rather than a dictatorship it is good to have good people, with good skills who share the vision and accountabilities, and can lead others in sharing and achieving the vision. Hitting the Ceiling every organization reaches the natural limits of existing resources organizationally, departmentally and individually; therefore, there is need for adjustment and renewal; forministry to be effective we need internal and external growth; this may include the following: Simplifying the organization Predicting (90 days + / 90 days -) Delegating responsibilities Systemizing core processes Adjusting core structures to reduce complexity and increase accountability One Operating System it is important to have one vision, one voice, one culture and one operating system that includes a uniform approach to how we meet, set priorities, plan, establish vision and communicate. Open-minded, Growth-oriented & Vulnerable it is important for us to be open to new ideas, to want to grow internally and externally, be willing to change when necessary and appropriate, and be open to the challenges all these things bring. Chapter 3 The Vision Component Every organization needs a vision to determine their direction and set goals. The vision doesn t need to be 100 pages but rather should be practical and as short as possible even as few as two pages. The Vision / Traction Organizer (V/TO) helps organizations in this. (You have the Vision / Traction Optimizer) Answering eight (8) questions and doing the Vision / Traction Organizer will help clarify our vision. 1) What are our core values? 2) What is our core focus? 3) What is our 10-yr. target? 4) What is our ministry strategy? 3) What things stand out e.g. size, biblical stand, etc.)? 5) What is our 3-yr picture? 6) What is our 1-yr. plan 7) What are our quarterly or 90-day goals? 8) What are our issues (Obstacles, concerns, etc.)? Share the vision with all (kick-off, quarterly meetings, voters meetings, open forums, etc.). Chapter 4 The People Component Right People - For a ministry to flourish, a congregation certainly needs the blessing of God. But that ministry also needs the right people in that ministry. These are people who share the vision, fit in our culture and congregation, and who can minister using his or her greatest skill and passion. Some people may share the values and fit in the culture, but have the wrong skill set and passion. Therefore they don t fit. Conversely, some may not fit even though that have the right skill set and passion, but don t share the vision and/or don t fit in the culture. Right Place - For a ministry to flourish, a congregation certainly needs the blessing of God. But that ministry also needs the right people in the right place. This involves having the right structure and accountability set-up. To

3 determine who are the right people, first establish the structure that best achieves the purpose and vision of the organization or ministry. This involves determining the areas of ministry and the manpower needed for each with the corresponding roles, responsibilities and skills needed for necessary positions. Two key needs in every organization are that of the integrator and the visionary. The integrator is the glue that holds things together and harmoniously integrates the major functions of the ministry. He is responsible for accountability within the organization and manages the day-to-day operations. He takes care of issues and deals with things from a logical perspective. The visionary is the ideas person. He/she comes up with at least 10 ideas a week and is good at problem solving. This person is often responsible for research and development, major problem-solving, nurturing relationships, maintaining and improving the culture and gauging how people are feeling. Visionaries run more on emotion. GWC When it comes to developing a leadership or ministry team it s important to select people who get it (they understand the core values, missions, goals, culture, system and their roles), want it (they genuinely want to do what they do and for the most part, like doing it), and they have the capacity to do it (mentally, physically and emotionally). Chapter 5 The Data Component While only God can see the heart and knows the effectiveness of a ministry, keeping and regularly analyzing data enables those serving in that ministry to quantify measurable results and keep a pulse of what s happening generally in ministry. Keeping and regularly analyzing data also helps ministries to identify and deal with problems before they get out of hand. Anything that is measurable and watched is improved. Scoreboard - Helpful in developing the data component is the development of a scoreboard for which a handful of leaders or ministers take responsibility. The following steps help such development: Step 1 Leadership team discusses and lists categories (5-15) we need to track on a weekly basis. Step 2 Determine and list who is accountable for gathering and delivering each set of numbers. Step 3 - Decide and list what the expected goal is for each week for each category. Step 4 - Determine and list the dates for that will be used on the scoreboard. Step 5 Decide responsibility for collecting and recording data / numbers. Step 6 Reviews the scoreboard weekly. (3 Scoreboard Rules a) remember that it is a tool to measure weekly whether you are on your way to achieving your 1-yr. goals; b) the scoreboard is a proactive tool; but there still is the need to look at the monthly and quarterly data; and, c) red flag categories off-track and focus on the issues behind them.) Need for Measurable Numbers everyone should have a number or numbers (with hundreds of volunteers this may be a bit ambitious and over-kill; but especially our called workers and boards should have numbers). Numbers do the following: cut through subjective communication in the accountability realm; create accountability; accountable people appreciate numbers; create clarity and when those accountable embrace them, deepen commitment; create healthy pressure; produce results; create teamwork; solve problems faster.

4 Chapter 6 The Issues Component The Issues Component focuses on the needed discipline to face and solve issues when they arise. Problems are like mushrooms. When it is dark and rainy they multiply; under the bright light, they diminish. The ability to carry out a ministry s purpose and achieve one s vision, while primarily dependent on the will and grace of God, also rests on that ministry s ability to solve issues. Unresolved issues drain energy. The Issues List Leaders and workers need to feel comfortable in raising issues. This means that those working in teams needs to have a healthy team dynamic. Three types of issues include 1) issues on vision/traction organizing (things that will require resolutions beyond 90 days); 2) weekly leaders issues (time-frame is shorter; issues for the week and quarter that need to be tackled at the highest level; e.g. HR policies, technology, etc.); 3) departmental or area issues (more local ad focused). Issues Solving - When addressing issues leadership teams mistakenly spend most of their time discussing things, but rarely identifying anything and hardly ever solving anything. Often this is because of fear of conflict. Three important steps in issues solving are the IDS process that follows: Identify clarify the real issue - often a few layers down and multiple in nature. Discuss (only after identifying the problem) everyone should have the opportunity to say what they need to say but only say it once. (Tangent Alert care should be taken that leadership teams don t get side-tracked by tangents.) Solve determine the conclusion or solution that becomes the actions for someone to do. Solving issues takes time and involves one or more of three kinds of solutions: 1) action; 2) creating awareness; and/or, 3) research or fact finding. 10 Commandments of Solving Issues: 1) Thou shalt not rule strictly by consensus. (Consensus is nice. But in tough issues where there isn t agreement, someone needs to decide the solution the council??). 2) Thou shalt not be a weenie. (Strong will and resolve are needed.) 3) Thou shalt be decisive. 4) Thou shalt not rely on second-hand information. 5) Thou shalt fight for the greater good. 6) Thou shalt not try to solve all issues. (Prioritize issues and solve in order.) 7) Thou shalt live with it, end it or change it. 8) Thou shalt choose short-term pain and suffering when necessary in solving issues. 9) Thou shalt enter the danger (involved in discussing and solving delicate issues). 10) Thou shalt take a shot, that is, propose solutions rather than waiting for someone else. Dealing with Personal/Personnel Issues 1) Involve an objective 3 rd party; 2) List each other s three greatest strengths and weaknesses; 3) List the issues and solve them; 4) List the actions items from the solutions and assign them; and, 5) take 30 days and return to assess progress and make certain the issues are resolved.

5 Chapter 7 The Process Component Important to continuity in ministry is identifying and summarizing the core processes in our ministry mode. To break through the ceiling a ministry needs to be able to systematize. This involves documenting processes and following them. Important are the following: 1) Identify the core processes in the areas of ministry. (Note that while some ministries could have hundreds of processes, identify and document the most important. In many organizations 20% of the processes account for 80% of the ministry; 6-10 core processes.) 2) Break down what happens in each one and document it. 3) Compile the info in 1 package for everyone in the ministry. This process, while it takes some work, in the longer run can simplify things and help an organization or ministry to be self-sustaining. For the process component to have a positive effect leadership needs to be committed to the system and do the following: 1) Create cycles of life visuals (clear visuals); 2) Share the ministry s way with all involved; 3) Retrain people as needed; 4) Lead people to follow the processes. Chapter 8 The Traction Component Lots of people and organization have lots of good ideas that never become realty to their or their organization s detriment. As a result there may be lack of accountability, poor communication, stagnation, chaos, poor stewardship and many gaps in ministry. There is no traction. This chapter deals with getting traction or making visions a reality. Traction is the process of doing. Rocks short-term, 90-day priorities that help to achieve the vision. Rather than tackling more than one can handle and being overwhelmed, rocks break things down to doable chunks. As for the number, each person in the organization should have 3-7 rocks that serve to accomplish the vision. In terms of a congregation and her ministry, the congregation should have 90-day rocks, then the leaders set their rocks, then other set their rocks, thus bringing alignment in support of the vision. It s important to focus on the biggest priorities first. The process of establishing rocks is as follows: Step 1 The leadership team meets every 90 days. After reviewing the Vision/Traction Organizer the team lists the things that need to be accomplished over the next 90 days. (e.g things) Step 2 Discuss, debate and determine the most important priorities for the ministry over the next 90 days. Leaders then focus on each priority deciding whether to keep it, kill it or combine is as a ministry rock for the next quarter. The result is that the right rocks will rise to the top. Step 3 As rocks are specific, measurable and attainable, set a date that the rocks are due. Define each making sure that the objectives are clear. Step 4 Assign who owns each rock, thus assigning accountability. The owner drives the rock to completion and is responsible for reporting to the team.

6 Step 5 Once the organizational rocks are set, the members of leadership team set their rocks in support of the organization (3-7 rocks). Step 6 The rocks are set, create a Rock Sheet with the organizations rocks at the top and below it, the leadership teams individual rocks. (Once the rocks are set, no priorities can be added. They will be saved for next quarter.) Step 7 Share the organizational rocks with the entire organization. This should happen every quarter in a 45-minute meeting in which leaders share the good news of the last 90 days, summarize the state of the organization, share the vision, and focus on the next quarters rocks. Step 8 Just as the leadership team sets their rocks, each department team follows the same process but each person at this level should have no more than 3 rocks. Traps and Pitfalls in the Process: 1) Make sure you have the right rocks. 2) It takes 2 quarters to master rocks. 3) Commitment fizzle make sure your committed to your rocks. 4) Don t give people outside the leadership team more than 3 rocks. Meeting Pulse Meeting pulse is the concept of a timed, well-run meeting with a well-thought-out agenda. Well-run meetings are the moment of truth for accountability and necessary to gain traction. When people have to get something done for a meeting, they usually get things done. The meeting pulse concept consists of the quarterly and the weekly meeting. The 90-day Meeting As part of the vision setting process, there is the ten-yr. vision, the 3-yr. vision, the 1-yr. target and the 90-day priorities. The 90-day idea stems from the fact that humans tend to get off track and lose focus every 90 days. Therefore, the 90-day meeting concept counters this trend. The 90-day meeting is for the leadership team. It should be offsite, last for 8 hours, be held every 90 days. To prepare everyone should review the V/TO and bring issues and priorities for the next quarter. The agenda includes the following: 1) Segue each person shares best ministry and person news from the last 90 days, what he/she is working and not working for the organization, and 3) expectations for the day. 2) Review previous quarter key numbers, rocks (organization and individual). If you don t achieve 80% of the rocks, you want to understand why and learn from it. You also have to decide with the rocks not achieved whether to carry them to the next quarter, put it on the to-do list for weekly meetings because it s nearly complete, or to reassign the rock to someone else for the next quarter. 3) Review the Vision / Traction Organizer core values, core mission, 10-yr. vision, 3-yrs. etc. 4) Establish next quarter s rocks. Discuss, debate and determine the most important priorities for the ministry over the next 90 days. Leaders then focus on each priority deciding whether to keep it, kill it or combine is as a ministry rock for the next quarter. The result is that the right rocks will rise to the top. 5) Tackle key issues review and update list; remove those taken care of; Identify top three issues; then discuss and solve each; go to the next three and do the same; solve as many as possible in the time allotted. Those issues not solved move to your weekly issues list or your V/TO list. 6) Next Steps everyone discusses whose doing what and what needs to be communicated by whom and to whom. 7) Conclude get feedback on the meeting, determine whether or not expectations were met, and participants rate the meeting on a scale of 1-10.

7 The MOS Annual Meeting at the end of every year piggyback an extra day on the front end of your quarterly meeting for your annual planning an opportunity to build team health, reset the vision and create a clear plan for the next year. This meeting should include the leadership team, be off-site, last two days and involve preparation including reviewing V/TO, reviewing the budget for the next year and thinking of goals for next year. The agenda would include the following: Agenda - Day One: 1) Segue (see quarterly meeting pulse) 2) Review previous year 3) Team Health Building each team member receives feed-back from other team members on his/her greatest strength or most admirable ability, and his/her biggest weakness or hindrance to the ministry. 4) SWOT / Issues List 5) Vision / Traction Organizer review and revise as needed; update three-year vision so it continues to go out three years and is on-target for helping to achieve the vision Agenda Day Two: 1) Establish next quarter s rocks 2 )Tackle key issues 3) Next Steps who does what and who communicates what with whom 4) Conclude meeting evaluation and wrap-up The Weekly Pulse Meeting this keeps your leadership team focused on what s important on a weekly basis. It is an effective and efficient way to keep things on track and deal with issues before they mushroom into major problems. Weekly Meeting Agenda: (90 min.) 1) Segue (5 min.) 2) Scoreboard (10 minutes) 3) Rock Review (10 Minutes) 4) Headlines (5 Min anything good or bad that is worth noting) 5) To-Do List (10 min 7-day action items leaders have committed to take care of) 6) Issues List Identify, discuss, solve (45 min) 7) Conclude (5 Min) Meeting the same day, same time, with the same agenda and starting/ending on-time will enhance the effectiveness of Weekly Pulse Meetings. Roll-out once the leaders have mastered the weekly meeting pulse roll it out into departments to do the same. Chapter 9 Pulling It All Together Organizational Check-up twice a year the leadership team is encouraged to do the organizational check-up in Traction (a 20-item rating system below to self-evaluate progress by rating things from 1 (low) to 5 (high.) 1) We have a clear written vision, properly communicated and shared by everyone. 2) Our core values are clear, and we are calling and assigning roles around them.

8 3) Our core ministry is clear and our systems and processes reflect that. 4) Our 10-yr. target is clear and well-communicated. 5) Our target audience is clear and our ministry efforts are focused on it. 6) Our differentiators are clear and our ministry communicates them. 7) We have a proven process for doing ministry that is well illustrated and used by all. 8) All of our people in ministry are the right people. 9) Our accountability chart is clear, complete and updated. 10) Everyone is in the right seat. 11) Our leadership team is open and honest and demonstrates a high level of trust. 12) Everyone has rocks and is focused on them. 13) Everyone is engaged in regular weekly meetings. 14) Weekly meetings are the same day, same time, with the same agenda, and are on-time. 15) All teams clearly identify, discuss and solve key issues for the great good and long-term. 16) Our systems and processes are documented, simplified and followed by all. 17) We have a system for receiving regular worker and member feedback. 18) A scoreboard for weekly metrics and measurables is in place. 19) Everyone in the organization has a number (goals). 20) We have a budget and are monitoring it regularly (monthly, quarterly, etc.) Rolling Out MOS to Your Organization once the leadership team has mastered the Ministerial Operating System (MOS), they need to roll this out to the rest of the organization one tier at a time. The foundational tools to be shared will include the V/TO, the accountability (flow) chart, rocks, meeting pulse and scorecard. Others things may be introduced as seems logical. You Can Only Move at Your Own Speed not every organization will be able to establish this process quickly. Speed will depend on the condition and size of the organization. Things to Remember: The system works but not without doing the work. At some point if an organization is working the system there will be an aha moment when everyone gets it and things fall into place. It s important to stay committed to the 90-day world. Even using the system organizations hit the ceiling and need the renewal process. (Simplify, delegate, predict well, systematize with core processes, and rightly structure). Remember that bigger isn t always better. Compartmentalize with the MOS and V/TO. Have regular same-page meetings. Periodically take a clarity break to step back and take an objective look at things. Don t get distracted by things that may be nice but don t fit the vision and plan. Enjoy the process on the way to achieving the vision have fun!