CORE VALUES
CLARITY OVER AMBIGUITY
If I have said it once, I’ve said it a thousand times, “clarity is never our enemy.” Knowing what we need to do, how we need to proceed and assessing what the actual problems are will lead to solutions and better results. Yet many leaders “relish ambiguity.” They choose to not ask questions, share expectations or commit to a direction. They think by not declaring their intentions they will not be held accountable. They are choosing to remain “stuck” by avoiding a decision.
HARD, HEART-FELT HONESTY
We are not afraid to have the difficult conversations if it will lead to meaningful change and addressing the “elephants in the room.” It is amazing how many leaders and organizations will not be honest in fear of hurting feelings and disguise it in a strange definition of being kind or loving. You can be loving and still speak truth.
SHORT-TERM SOLUTIONS, LONG-TERM HEALTH
One of the observations we have made regarding consultants is that there is often the idea of an extended timetable before real change and progress can be seen. Sadly, it comes down to extending the paycheck. We believe that a leader or an organization can implement significant change and see actual results within 90 days. This type of progress is fuel for future change and builds confidence which is vital for long-term health.
CHALLENGE THE PRESENT WITHOUT DESTROYING THE PAST
We are not in favor of reaching back in time and saying that everything done in the past was wrong or valueless. We believe in honoring past leaders, highlighting heritage and showing deep appreciation for those who gave themselves for an organization’s development. Among churches and ministry leaders especially, there is the sense of the need to invalidate what was done before to give credence on what the future will be. Sober evaluation of past methods and vision is one thing, but it must be done in a spirit of appreciation for the past.
PEOPLE ARE OUR GREATEST ASSETS
Every organization and leader must take inventory of what resources are available to make change in the present and for the future. Buildings, opportunities, money and positioning are all important. Yet at the end of the day, the people whom you serve, the ones who are yet to be touched, and the fellow servants who work with leaders, are the most valued asset that we have to make change. Training, communication, correct expectations and grace-filled encouragement can elevate any person’s effectiveness and performance. Building into people must be the highest priority.
CULTURE TRUMPS STRATEGY
You can have the greatest plans for leading and programming. You can have all kinds of open doors and possibilities. You can have endless resources. Yet if the culture of your organization is toxic, disjointed or wrought with infighting and conflict, your plans will fail. Culture takes time, intentionality and repetitive processes. Organizational and leadership culture does not just happen.
GROWTH IS THE ULTIMATE GOAL
If something is living it will grow. For things to continue to live, it must grow. That is true for people and organizations. If you are not growing, you are probably dead! In all we do, we want to be a catalyst for growth. We want to see expansion, effectiveness and excellence abound. We also want people to grow and be different. Status quo and stagnation are not acceptable. In addition, no matter what the situation or environment, everyone has the potential and possibility to grow at some level.
SPEED OF THE LEADER, SPEED OF THE TEAM
At the end of the day, everything falls on leadership. If a leader is not willing to change, the organization will not change. Leaders inspire. Leaders usher in improvement. Leaders cast vision. Leaders pick good partners and wisely deploy workers to fulfill their purpose. Leaders act with confidence. Any change will weigh heavily on the ability and willingness of a leader to lead!