Culture Eats Strategy for Breakfast and Leaders for Lunch

Peter Drucker is credited with saying, “culture eats strategy for breakfast.” That quote indicates his conviction that strategy is good, but culture dictates capacity and outcomes.

Last week, I wrote about how supervision of results is relatively easy. Strategic duplication of those results is more difficult. Cultural change to multiply impact requires the discipline and determination to forego control. That type of multiplication requires release.

Release of others to carry the vision and culture as multipliers means that they are likely going to do things different than how you might. It’s the cost of multiplication. The reward of tending to culture is the satisfaction of knowing that you didn’t have to matter directly but got the privilege of being a part of a multiplying impact towards a common vision.

Some leaders, however, won’t possess the security or emotional intelligence to be unnecessary. They won’t want things to happen around them indirectly, but they need to be in control directly. They may never know the deeper satisfaction of multiplication beyond themselves.

Culture change will only be attractive compared to tactics and strategy when leaders are willing to get out-of-the-way. When it isn’t about the individual, the group can flourish. Until then, the capacity of the organization is directly tied to the limitations of an individual’s insecurity.

Freedom is rooted in identity. A by-product or fruit of freedom is security. Where there is an assurance of identity, there will be a security that overcomes temptations of control. The capacity of the organization will be tied to the soul of its leader as the insecure leader won’t empower and entrust others. Without release, the culture will be and remain stagnant yet predictable.

The cost of release includes the messiness of mistakes. The security of a leaders allows for mistakes to be opportunities, not definitions. They won’t define others by their mistakes nor accept the whispers of definition related to their own worth when the results are less than excellent.

Being quiet when you know the answer is more difficult than being right. Yet, stepping back is the only way that others have space to step up. Ultimately, them stepping up or not is what defines the leader; not the skill of that leader being applied directly to a task.

A friend of mine with a doctorate degree in leadership still refers to himself as a student of leadership. He never stops developing. He is open to his flaws and needs for learning and growth. He is an excellent leader because he doesn’t consider himself a leader of note. We’re never done; there is always more. The price of leadership is vulnerability and vulnerability requires the security of not needing to be perfect. Imperfect leaders breed a multiplying culture as others are allowed to grow in their imperfections, too.

Going Out There with a Clear Picture of It’s Limits

The reason for the gathering is to be encouraged and equipped for the purpose. The purpose is carried out day-to-day in markets and communities that aren’t coming to the gathering. That means that vocations and locations occupied by people who come to the gathering are going to be the ones that carry out the purpose. Out there.

The ministers are electricians, dentists, room moms and IT professionals. They go places that pastors and priests aren’t invited or expected. It’s in those places that ministry extends the reach of God beyond the four walls of a gathering place. To be qualified, you simply have to be reconciled. Once you are reconciled to Jesus, you are a minister of reconciliation.

“And he has committed to us the message of reconciliation. We are therefore Christ’s ambassadors, as though God were making his appeal through us. We implore you on Christ’s behalf: Be reconciled to God.” (2 Corinthians 5:19-20)

Once reconciled, you are given the authority of an ambassador to bring the message of reconciliation to others. You are a minister of reconciliation. Congratulations.

John 1:1 says that Jesus is the Word. Reconciliation is to the Word; written and personal. When people are hurting they need to know but they need more than information. The written Word is imperative in our understanding of truth. The Word Himself is just as vital as we realize grace and love. Without the personal connection, it’s a matter of logic and reason with no relationship. The invitation is into relationship.

Too often, we are “out there” among people who don’t know Jesus and we want to try to convict or convince them of their faults with supporting evidence from the written Word. The net result is accusation and condemnation. Typically not very fruitful.

If we’ll allow for Jesus to be personified in our grace and compassion without the need to change behaviors from the outside, He is good at the inside business. In fact, when we consider it, He is still in the process of changing us from the inside but is doing so with love and grace. Not guilt, shame or condemnation.

Ambassadors are only legitimate for as long as they represent the governing authority that sends them. Jesus didn’t send you to tell everyone how wrong they are; He sends you to tell them that He isn’t holding it against them.

“All this is from God, who reconciled us to himself through Christ and gave us the ministry of reconciliation: that God was reconciling the world to himself in Christ, not counting people’s sins against them.” (2 Corinthians 5:18-19)

 

Mastering Your Ability to Fix Problems and Resolve Disputes

I spent the first 20 years of my career largely focused on dispute resolution. As a representative for insurance companies in third-party (liability) claims and litigation as well as in the practice of law. Time and time again, I was in the middle of a problem and needed to be an effective problem solver.

Early in my career, I worked for a company that used a slogan to teach and reinforce their approach to dispute resolution. They encouraged employees to “Master the Basics” and I believe those same “basics” apply to approaches to problem solving in whatever endeavor we find ourselves. Effective problem solvers are effective in their calling, no matter what that calling may be.

In considering the systematic approach to working through disputes and problems, consider the “basics” of:

  • Coverage – the policy has to cover the loss to move towards a resolution, otherwise the claim is denied. In more general terms, coverage is either authority or permission. You need to either have the authority to speak into a situation or permission to do so. Forcing your solutions into a place where you don’t have authority or permission creates relational problems and frustrations.
  • Investigation – ask questions to determine all aspects of the details surrounding the situation. Ask the questions without a bias to try to get to an pre-determined preference. Ask the questions and pay attention to the answers without accusation, coaching or presumption along the way. The questions are to solve problems; not to build a case or support your positions.
  • Evaluation – what are the options? Is there a 3rd way that is in between the cracks somewhere other than the two opposing forces that are most prevalent in a  dispute or problem? Have the facts fueled creativity in the creation of potential solutions?
  • Negotiation – working with people to steward relationship as you move towards a resolution. Hearing reactions along the way and paying attention to the emotion and perceptions along the way. Working towards agreement, not towards winning. Be willing to concede things as opposed yet valid points are intertwined in the disagreement.
  • Resolution – finding the closest thing to a “win-win” that you can. Attempting to move everyone forward with buy-in and preservation of relationship even where there is compromise. The best resolutions are typically where each party gives up more than they had hoped but has done so from a position that recognizes the value in that choice.

In most jobs, our title could be “problem-solver,” or at least it could/should be part of our job description. As such, it likely makes sense to be intentional about how we go about doing so and be as good at it as we can. “God blesses those who work for peace, for they will be called the children of God.” – Matthew 5:9 (NLT)

Allowing for the Growing Whisper of Your Greatness

I saw the new Winston Churchill movie not too long ago and considered the perspective of greatness. He has statues of him, books about him, roads and buildings and towns and other stuff named after him. He is seen as a great leader in a pivotal time. The declaration he has received is mostly retrospective.

At the time when his greatness was unfolding he was crass and offensive and drank an awful lot. He was largely a mediocre politician leading up to WWII, it appeared, yet he was afforded an opportunity in an extraordinary intersection of time and circumstances. In the middle of his unfolding, he was criticized by others and battled the doubt born of insecurities. As soon as the war was over, despite his leadership in a time of victory, he was voted out of office.

Greatness about you can’t be declared by you, it can only be declared by others of you. That declaration likely won’t come in the middle of the story as your humanity will almost always be a distraction. The stuff about you that isn’t so great will scream at some while the whisper of greatness grows in a subtle and secondary manner.

The necessary ingredient for greatness is grace, then. You’ll need, first and foremost, to receive grace from the Source of grace. Jesus sees you as righteous by His sacrifice, even when the evidence against you is significant. You’ve got to receive it if you hope to step into the building roar of your greatness. You’ve got to like you even before your statue is built.

Receiving grace from the Source of grace affords you the chance to withstand the doubts within your soul as well as the accusations from the friends and enemies that articulate your flaws. Their insecurities will want company so they’ll attempt to call out yours. It’s OK; they don’t like themselves too much in those times and they need grace, too. Since you’re tapped into the Source, you’ll have grace to give.

Greatness is the material for a eulogy, not an auto-biography. You’ve got to wait on it. You’ve got to realize that you won’t realize it.

You are, in fact, designed for great and glorious things. You are fashioned to reign in life. The position of rule, however, is less not more. When you are positioned to receive grace, you are positioned to be declared great. Later.

 

 

We Need More Dads

We are working from behind as there is a shortage of fathers. It doesn’t help our efforts to overcome this shortage that there is a lack of appreciation for the value of fathers. The problem compounds as generations are raised up with no dads. The results in society are catastrophic and even within the church the impact is significant. While the impact in society may be so enormous that there is not a plan that could successfully address it, the solution resides among the community of believers that call Jesus “Lord.”

Paul writes in 1 Corinthians 4:15, “For though you have countless guides in Christ, you do not have many fathers.”

So, since the time of Paul in the early church, there have been plenty of “guides.” The original meaning of the word for “guides” is defined as tutors or guardian of boys. These guides were men entrusted with oversight of boys that would instruct them in their upbringing by accompanying them everywhere to supervise their morals. They taught the boys right and wrong.

That word which is used to describe the tutors or guides is also translated in other areas as “schoolmaster” in reference to the law. That is, the law is referred to as a “schoolmaster” which guides students by imposition of boundaries with enforcement of rules. The schoolmaster acts as a guide and the law plays that role, as well.

We can’t please God with keeping the law, however, but only by faith (Hebrews 11:6). It’s not the presence or adherence to the guide’s direction which we ultimately need, but it’s the few fathers that Paul refers to which brings value to sons. The countless guides are always limited to correction to enforce a standard of conduct. All they can do is discipline according to the behaviors they observe. Their teaching is performance based.

The deficit is not in a lack of guides that want to correct behaviors, but in the lack of fathers that want to invest in lives. The correction of others based in an interpretation of the law versus their behaviors is easy. Fathering is not.

Fathers are an originator of a legacy, not simply a guardian of conduct. Fathers invest life on life to raise up others that will invest in the same way. It’s life-giving and multiplying to transform sons into fathers in a way that a schoolmaster is not equipped or expected. Where the cycle of fathering and sonship is fostered, it will reproduce itself.

The Slow Drift of Entitlement

We will absolutely lie to ourselves, but not on purpose. We don’t set out to get off course; it’s a slow drift and the slow drift is certain unless there are navigational safeguards in place to stay the course.

We will practically always operate in ways that are in our best interests. Therefore, with no intentional safeguards, those interests will become our compass over time. Nothing wrong with that other than it is, by definition, selfish. Selfishness breeds entitlement. This is particularly problematic if/when we lead others.

Legitimate leadership is sacrificial. That is, unless you are leading for the benefit of those that are choosing to submit, then you are a positional leader, at best. Positional leaders have no lasting legacy as they inspire no depth of dedication. Others will follow only for as long as it is in their best interests (e.g. a paycheck, an opportunity), but they will not multiply the vision of the leader. They will not perpetuate the purpose of the cause.

Entitled leaders are making choices in their own best interests even when they are believing it’s in the best interests of the organization. They increasing isolate themselves from meaningful counsel and collaboration that might challenge the underlying selfishness of their motives and it’s all very gradual and typically subconscious.

Entitlement can be defeated and selfless, sacrificial leadership can be fostered but only on purpose. If the leader will intentionally choose to battle the drift, others will give their time and treasures to the efforts of the leader driven by the purity of the call.

Two techniques to defeat entitlement are continuous improvement and collaboration. They may not be the only two, but these two are powerful in defeating the drift.

  • Continuous Improvement – I have a friend who has a doctorate in leadership. He describes himself, even on this side of his PhD as  “a student of leadership.” His point is that anyone who is not continuously learning leadership is no longer legitimately leading. Learning is admission of incompletion; and that’s good. There is no finish line to the art of leadership and the humility that comes with that realization positions the soul to serve others and be open to collaboration.
  • Collaboration – Even gifted leaders have the gifts of a single leader. In other words, we are all contained by our uniqueness; there are others that are unique in different ways. The collaboration of gifts multiples the value and impact of the gifts within us. When we are willing to submit ourselves, even from a position of authority, the power of our influence is exponentially multiplied.

Be intentional as you lead your business, your community organization, your family, your small group or whatever other opportunities you have to impact and multiply. Always be improving; thus posturing your ego in such a way that collaboration invites the multiplying effect of collaboration.