Phil Johnson's Blog

Book: Good to Great pgs. 23-31

Summary:

In his fifth and final issue addressed Jim Collins talks about our need to turn the flywheel and be able to build momentum towards a brand. He brings us back to hedgehog concept from the last chapter and reiterates that by focusing on the Hedgehog Concept, we are able to build results. It is through this focus that in turn attracts various resources and commitment, which we are able to build a strong organization according to Jim Collins. This builds a positive atmosphere that entices people to want to be involved, because in the end people are excited to be apart of something that works! He explains that he through the power of the flywheel; we see success, support, and commitment being bred. This in turn continues a cycle where these characteristics of a healthy organization are constantly being produced. Even though Jim Collins talks about these different systems and how they are essential to go from good to great, he is quick t acknowledge that to make the greatest impact on society requires first and foremost a great organization, not a single great program. He gives us some excellent examples in Harvard and the Red Cross in forming a brand/organization, and not just creating another program. A key to developing an effective flywheel for your organization is categorized by Jim Collins, into four steps:

1.)   Attract Believers

2.)   Build Strength

3.)   Demonstrate Results

4.)   Build Brand

But it’s not just doing these programs; they have to be consistently implemented. Consistency distinguishes the truly great. Jim Collins stresses that we have to remain true to our core values and focused on our Hedgehog Concept, and not think about just what to do, but what not to do. In summarizing this, Mr. Collins suggest that to efficiently produce results, we need to build a pocket of greatness that is not focused merely on systematic constraints. “Greatness, it turns out, is largely a matter of conscious choice, and discipline.”

Reflection:

One concept that really stuck out to me in this section by Jim Collins is his emphasis on building a pocket of greatness. I really connected with this because of the fact that it establishes and identity and a DNA. The pocket of greatness that I create is going to look entirely different than from the one from the organization next to the Children’s ministry, etc. I see that in order to create an effective ministry that is able to follow a God-given vision cast mission, they must find their own sweet spot. You can’t copy anointing. By creating our own pocket for greatness, we are then able to really see this model of the flywheel put it to practice. By building something that’s our own, we are able to attract people. Following that, we are then able to build off our strengths, which leads to us being able to demonstrate real results. Then finally, it gives us a chance to build a brand/organization, that is totally, 100%, us. To reiterate what Mr. Collins said earlier in the section, “we have to remain true to our core values and focused on our Hedgehog Concept, and not think about just what to do, but what not to do.” And I know that I don’t want something that is somebody else’s idea. Creative thoughts and ideas may be lit and ignited through observing another idea in action, but to creatively implement in a way that is our own is the challenge.

Book: Good to Great pgs. 17-23

Summary:

            In his fourth issue that Mr. Collins focuses on, he challenges the reader to rethink the economic engine without a profit motive. As challenging as this may sound to an individual (especially the business market) it is an effort to produce better long-term results that remain consistent. To accomplish this effectively we are given three topics that fit into three circles that reveal to us, “a sweet-spot” in the hedgehog concept.

1.)    What are you deeply passionate about?

2.)    What you can be the best in the world at?

3.)    What best drives your economic engine?

Upon introducing this concept, Mr. Collins gives us an example of when put to practice, how the hedgehog concept can help create a healthy running engine. He uses Pastor Morgan from Reading, Pennsylvania to help illustrate this. Pastor Morgan reveals to us how in the third sector of the hedgehog concept he deciphered the fundamental difference between the business structure and social sector. This was fueled not by the question, “How much money can/do we make,” but instead, “How can we develop a sustainable resource engine to deliver superior performance relative to our mission?” In this resource engine we identify three main components driving it:

A.)  Time

B.)   Money

C.)   Brand

This is just one of many examples Jim Collins could have given, but through this he stresses that, “due to the wide variation in economic structures in the social sectors increases the importance of the hedgehog principle. We have to begin with passion, then we refine the passion with rigorous assessment of what you can best contribute to the communities we touch.” Jim Collins gives us 4 small quadrants that help us better understand some of the different economic engines in the social sector (pg.21):

            I: Heavily government-funded quadrant

            II: Charitable support by private individuals

            III: Blend charitable donations with business revenues

            IV: Business revenue

Tying it all together Jim Collins emphasizes that the core is the hedgehog concept is determining how best to connect all three circles so that they can reinforce each other. With out that step, nothing else can take place.

Reflection:

            After reading these 6 pages, it left me with a lot to chew on. Within the many different variables of the hedgehog concept, there isn’t one part that does not correlate with the other. His initial chart for the hedgehog concept brought me to a book I read a couple of summer’s ago called, “The Cure for the Common Life,” by Max Lucado. It suggests that in order for us to be at our most effective, that we find our “sweet spot.” Knowing this and having already begun to apply it to my life I was able to better appreciate what Jim Collins was recommending. I strongly feel if a church organization and its organizational leader (Pastor) were able to implement this into their DNA they would be able to obtain measurable results in both their community and mission. Just like Pastor Morgan showed us in the beginning of the section. Someone should be able to look at your spending and recognize what you are about and what you are passionate about. If one was to look at my receipts, there would be two things that would jump off the page to them:

–          Chipotle (My guilty pleasure)

–          Giving/tithing

The same should be in a church. If you are passionate about missions, your resource engine should be traveling down that track. Just like the question Pastor Morgan asked,” How can we develop a sustainable resource engine to deliver superior performance relative to our mission?” This question has really challenged me to identify what that would look like for me in my future ministry, and how it could apply to the visions God has given me. The first two areas of the circle are evident in my life, but it’s this third circle that I will have to wrestle with for a bit. Once figured out, let the correlation process begin!

Book: In Your Hands pages 440-455

Summary:

When bringing people onto the bus and into your organization, there are two highly valued qualities that Mr. Phil Geldart talks about that need to be highlighted in our candidates. “Teachability and integrity are the most important qualities, so considerable effort should be made to build an organization where they are evident.” (441) Mr. Geldart emphasizes that these should be dominant when recruiting, mentoring, promoting, and personal development. The ability to be teachable and have a learner’s heart opens up countless opportunities but us also means that you understand what you are doing. It’s not just “listening politely” but actual doing. Following being able to be teachable, you also have to look for integrity. As Phil Geldart tells us, Integrity can show up in many places, but when it is found in a person, an individual, you know that they are going to be able to keep their word; if they said they’d do it, they’ll do it as they said they would. Integrity can be so motivational to people and organizations, and it is with this type of integrity, as Mr. Geldart explains, that is so impact on the organization. “If an individual has great integrity, hey can be relied upon to throw their weight in support of a practice which they have affirmed as appropriate.” (450) When fusing Teachability and integrity together, explains Phil Geldart, you create an unbeatable combination that is only going to improve the efficiency of that organization. We then are able to experience sustainability, change, and personal growth regardless of the circumstances that arise.

Reflection:

Teachability and integrity seemed to be dying values in a society where there are individuals that will have one of the characteristics/ values, but will lack the other one. To find both in an individual is a catch and should be a goal for any organization. I consider myself a teachable person, I’m not perfect, but it is a stronger characteristic of mine. Where I struggle with integrity is not the big things, the relational pieces, but with the small things. What I mean by that is that as a very “I” oriented person, I tend spew out multiple ideas and wishes, but mixed in there are usually “good” intentions, that are forgotten about as soon as the next idea is conjured up. To maintain a consistent intentional integrity with the little things I say is goal that I have personally challenged myself to. This will only help me in the future as an organizational leader when hiring, recruiting, mentoring, and developing other leaders. Failing to capitalize on this opportunity to effectively change and grow in this characteristic before I am actually in charge of an organization, would lead to an inefficient and negligent style of leadership. I would only pass it on to others at that point. If I want to be a more effective organizational leader, I have to be able to do what I say I’m going to. This may require a little more focus, but in the end, it will all pay off.

Book: Good to Great 13-17

Summary:

            In order to have a great organization, you must have the right people in the right places. Jim Collins emphasizes this concept by getting the right people on the bus within the social sector. He tells about a Mr. Roger Briggs, a Physics teacher at a suburban school in Colorado. Mr. Briggs practiced this concept and was patient in getting the results he desired. “Briggs had to fill faculty seats with people compulsively driven to make whatever they touch the best it can be…” (13) By getting people in the right place, or getting the right people on the bus so to speak, Mr. Briggs found great success for the science department. Briggs had to show patience in hiring; Mr. Collins explains how even when a good applicant would interview for the position, Briggs would turn him down because he wasn’t looking for good, he was looking for GREAT! “You can build a pocket of greatness without executive power, in the middle of an organization…do whatever you can to get the right people on the bus, the wrong people off the bus, and the right people into the right seats.” (14) Mr. Collins describes that the only way we can fully know for a certain about a person is by working with them. He closes this section with another illustration about young woman by then name of Wendy Kopp. Wendy desired to form a program where graduates from leading universities would lend their first two-year to helping teach low-income kids. She was able to accomplish this by tapping into idealistic passions, making it a selective process and their desperate craving for meaning in their lives. “Money is a commodity; talent is not. Time and talent can often compensate for lack of money, but money can never compensate for lack of the right people.” (17)

Reflection:

            I am a fan of the concept of having the right people on the bus. Coach Bill Belichek of the New England Patriots is a prime time example of this. Between the 2001 and 2005 season, the New England Patriots became only the second team to win 3 Super Bowls in 4 years. (The Dallas Cowboys were the only other team.) During this four-year Coach Belichek came under intense scrutiny for not making strong efforts to keep certain players on the team. When asked why, he responded by stating confidently that they were going to have the right players for the system, that it would work. Year after year, they continue to win. Having the right player, the right person/persons on the bus can drastically increase your efficiency. One thing that has become more aware to me in this is that to get the right people on the bus, you have to say NO to others. As a raging “I” this is stated as one of my weaknesses, and can become a hindrance to the progress desired. The ability to wait, and be patient can only prove beneficial; jumping at the first “good” opportunity will only further remove me from where I can potentially be, where the organization can potentially be. God has given me a vision and purpose and it decisions such as these that decide whether I stay on that path or not. I am starting to form my own bus, and it begins with my future wife. Deciding who your co-pilot will be is one of the most, if not, thee most important decision you make. I am proud to say that God has blessed me with that co-pilot. Now, it’s time to go find out who’s going to be on this but. Let the adventure begin!

Book: In Your Hands pages 280-299

Summary:

In this reading, Phil Geldart explains how we can maximize our meetings and utilize them for their full potential.  As pointed out at he beginning of the chapter, meetings have become known as one of the greatest waste of times. To counter this, Mr. Geldart suggests 6 steps that would help prevent this onset of boredom:

1.)  Make sure everyone understands the objective.

– Answer the question, ”Why are we here?”

2.)  Encourage input by asking for opinions.

3.)  Use knowledge that is referenced from legitimate facts.

4.)  Make decisions.

– Productive meetings are the ones that result in a decision.

5.)  Assign tasks. Who will do what by when

6.)  Commit to the follow-ups on the commitments made at the meetings.

When meetings one on one, there is also a chart of suggested guidelines that Mr. Geldart gives to help ensure maximum productivity.

1.)  Clear Focus

2.)  Mutual Listening

3.)  Check and re-check

4.)  Clearly agreed next steps (284)

The key is remaining patient, respectful and focused; maintaining a clear open line of communication will always increase efficiency in the meetings.

Mr. Geldart wraps all of this up by explaining to us how to effectively coordinate input from others. Maintaining focus on the subjects that were discussed and remaining relative is key to keeping the meeting time productive.

Reflection:

Meetings are almost as boring as school on a Saturday, you don’t want to be there and you are constantly thinking of better things you can be doing with your time. Right now I am currently serving/interning at a church plant in Apple Valley/Eagan/Burnsville area and we congregated this past week for out first staff meeting. Going in to it I had the same downcast spirit that I would typically carry with me into something like this. We sat down and were given a list of topics we were going to discuss and a time frame we were going to be done within. The meeting flowed from point to point amazingly, touching on both the strategic and tactical side of goals that wanted to be accomplished.  We have also since had another meeting that proved to be just as effective as the first. Combining the two weeks worth of meetings, we have met a combined 2 hours, and have accomplished over a months work of planning and vision casting! Our lead Pastor Chris Book did a great job of keeping it moving but also allowing time for healthy discussion to reside within the conversation. When I left the meetings I was surprised to find myself absent of the draining feeling that I had become so accustomed to at the end of a meeting. I actually felt and encouraged and could not wait to start putting some of the ideas into action.  Meetings…you’re not so bad after all.

Book: Good to Great pages 9-13

 Summary (Summary)

          Jim Collins quickly establishes one the keys to effective (great) leadership and how to get things done within a diffuse power structure. Using the example of Frances Hesselbein, Mr. Collins points out that, “We are not on top of anything.”  He continues to state further on that because of the complex governance and diffuse power structures that are so common in non-business, lead him to tell us that there are two types of leadership skill (pg.11):

1.)   Executive: Individual leader has enough concentrated power to simply make the right decisions.

2.)   Legislative: No individual leader has enough structural power to make the most important decisions by himself/herself.

Jim Collins transitions into defining what it means to exemplify level 5 leadership. Mr. Collins states that level 5 leadership is about making the right decision! No matter how difficult it may be, if we have long-term greatness and achievement in mind, we have to understand that the right decision needs to be made. Here is a graph of what Mr. Collins is trying to explain to us:

1.)   Level 5 Executive: builds enduring greatness through a blend of personal humility and personal will.

2.)   Level 4: Effective Leader – Catalyzes commitment to the pursuit of a clear and compelling vision stimulating higher performance standards.

3.)   Level 3: Competent Manager – Organizes people and resources towards the effective and efficient pursuit of predetermined objectives.

4.)   Level 2: – Contributing Team Member – Contributes individual capabilities to the achievement of group objectives and works effectively with others in the group.

5.)   Level 1: Highly Capable Individual – Makes productive contributions through talent, knowledge skills and work habits.

( I would like to note that I attempted to make a similar pyramid graph as Jim Collin had in his book, but failed to cut and paste it into this post.)

Reflection:

       I absolutely loved the example of Frances Hesselbein that Mr. Collins uses to open up this section. “I’m not on top of anything,” is phrase that we should be able to associate with today’s leaders. God appoints leaders to their positions, and it is because of his grace that we are where we are. We are stewards and shepherds for the people and responsibilities that God has entrusted to us. Ezekiel 33 and 34 are firm reminders to the responsibility we have as overseers. To act as if we are on top, that we got there on our own power is arrogant and selfish. As I begin to pursue God more, and allow him to fine tune the different areas of my developing leadership gifts I find that this definition of a level 5 leader a challenging one. To sit down and really think about making the right decisions, NO MATTER HOW DIFFICULT OR PAINFUL, for long-term greatness is something that I will wrestle with for a while. Being an,”I” personality and a chronic socialite, I have been known to be cautious in offending anyone or to “step on toes.” This is an area that I acknowledge I need improving on, and have constantly been making an attempting to improve on. To be the effective organizational leader and shepherd God has called me to be, I understand that there are going to be times (probably more than I know about) where I am going to have to make the RIGHT decision, NO MATTER WHAT!!! Whether that means calling out an ineffective leader, approaching a student who has been spreading lies, you name it. “Level 5 leadership is not about being nice or soft…” There is a time for that, occasions for that, but I have to grasp the concept of doing whatever it takes to do what is right, and to where God is leading me.

Book: In Your Hands pages 646-665

http://blog.submityourquote.com

SUMMARY –

Phil Geldart emphasis’ and gives us a snapshot into how a leader can exemplify outstanding communication. One of the greatest illusions he says is that the objective has been accomplished when the communication has been delivered. With this ongoing nature of communication, he explains that there are three steps that we have to look for.

1.)  Providing individuals with clarity regarding their role in the scheme of things. (647)

– The Why: Why are they involved with the task?

2.)  As the task progresses individuals need to understand not only how their portion is progressing, but also how their portion is progressing with respect to the larger objective. (647)

– Their Task: How the task is progressing relative to what’s being done.

3.)  At the task’s conclusion they need to understand what was the result, and how it impacted what was intended to be accomplished. (647)

– Result

He also expresses a need for relevance within our communication. We need to communicate understanding and not just facts, and to help out with that, he gives us a few models (TLC/TLC) to help illustrate these principles. The first model entitled “Ensure,” gives us these pointers:

(T) – “Two Way” – Effective communication includes both the sender and the receiver. (653)

(L) – “Leading Edge” – Indicates that the priority for the individual to hear the information needs to be communicated by the main source. (653)

(C) – “Circular” – Efficient and effective information should review and restate what was communicated in the past.  (655)

The second model, “Use” has the meanings listed for TLC as follows:

(T) – “Tools” – This gives the listeners something to refer back to what was communicated. (655)

(L) – “Leadership” – As leaders it is important to communicate to everyone what is going on and why it is occurring. (657)

(C) – “Consideration” – Face-to-Face communication shows a grater sense of consideration and communicates your appreciation for their time. (659)

Phil Geldart wraps this all up by stating how communication increases significantly when we decide to include the rational within what we are trying to communicate with someone.

Reflection:

As many probably encounter on these reads, I always find myself beaming when I read a section that talks about a characteristic of an efficient leader and it relates to me. It is fuel for the stereotypical male ego and the opposing flesh. I love it then when I get to the next sentence or paragraph and I read another characteristic of and efficient leader, and I realize that I totally SUCK at it! Oh how sweet is a slice of humble pie after a course of pride and ego. Reading this book in general has forced me to wrestle with different parts of my organizational skills. It has forced me to realize how I need to continue to work towards applying more discipline into my daily life. When I do this then it in turn will help address another area I need improvement on which is consistency.

As an “I” I freaking love ideas and talking about visions and goals. I love TALKING about how to make something better, or to take it to the next level, but now is the time to learn HOW to put dimensions and substance to the ideas. Enough talk; let’s see some action! If I am to be an effective leader in the church, I need to understand these concepts and apply them into my leadership style, and not just cop out and hire somebody to cover my weaknesses. Developing a clear understanding of the areas I need to work on and surrounding myself with individuals who will challenge me in those areas with their strengths is one the most effective thins that I can do. Developing the tools in my leadership style and gifts and maintaining a considerate and un-assuming spirit will allow the people underneath me to clearly an effectively buy into the vision that God has given us and allow us to run with it!