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Current Articles

Written specifically for those in leadership, these articles take natural business principles and overlay them with spiritual principles to help you improve your results. (Luke 16:8)

Growth Strategies
by Karen Hosey

There are generally two ways to grow your business or organization:

Acquire new customers/members
Get existing customers/members to buy more
Conventional wisdom (and years of experience) has it that it is easier (and less costly) to get people who know you to do more than it is to acquire new customers. If you focus on serving your existing members, you'll reap the greatest benefits in the least amount of time, however; you cannot ignore the need to continually acquire new members. This month, we will look at ways to increase the loyalty of existing members. Next month, we'll pursue new member acquisition.

Growth Through Existing Customers

While the need for superior service is the same for churches and businesses, I've uncovered some statistics for both that will help make the case that improvement is needed:

CHURCHES

BUSINESSES

Barna Research conducted a study not too long ago and the findings are most disturbing:

Human beings could NOT be reached at 55% of the nation’s churches.

Twenty percent (20%) had neither a person answering calls nor an answering machine.

Sixteen percent (16%) had an answering machine respond to all calls.

People call churches because they are in need, so is there any wonder members feel disconnected from their church when the result of a phone call is endless ringing or a cold answering machine?

The 2007 Aspect Contact Center Satisfaction Index (North America) found that:

Consumers who reach an automated system rather than a live person say they would do less business with the company.

22% of consumers who had to repeat information after being transferred from an automated system to an agent would do less business with the company.

One in six consumers who had a typical customer experience is likely to switch companies.

One in seven consumers reported the automated system did not give the option to speak with an agent.

It is true that the use of an automated answering system is a cost saving measure, but the real question to be asked is "Does the saving compare to the loss encountered when frustrated customers take their business elsewhere?" When an organization implements technology for its convenience and not to meet the need or demand of its customer, it is creating a climate that dispels rather than creates loyalty. Studies have shown that people rarely complain, they just leave and do business elsewhere. Could that be what's impacting your bottom line?

Eight Customer/Member Care Strategies (Whether you are a church dealing with members, a business with paying customers, or a non-profit dealing with clients, the response should be the same, so the terms are used interchangeably below)

Smile, then answer your phone. A caller can “hear” a smile, so be sure to wear one. Call forwarding and automated routing systems are detrimental to the future of your organization.
LISTEN, then respond with empathy and the resolve to “make it right.”
Provide a solution even if there is not an immediate benefit in doing so.
Whoever answers the call should “own” that member and make the necessary phone calls to resolve the complaint. Don’t send them off hither and yon to find a solution...find it for them.
Don’t say you’ll do something unless you are committed to doing it. If you promise to call back,then make sure you do so, even if it is to say “I don’t have an answer yet but I’m still working on it for you.”
Watch what you say about members to your staff. Your attitude about them will determine your behavior toward them. If you denigrate them using such terms as “special” and talk about how demanding, unreasonable, stupid, etc., they are, your staff/volunteers will mirror that attitude. Members should be revered and respected because God chose to send them to you.
Treat your customers as you want to be treated. Remember the bad service you once received and the action you took as a result, and resolve to never treat a customer in the same manner. Then remember the most wonderful service you ever received and determine to do even better.
Show appreciation: send holiday greetings, have customer appreciation functions, and say thank you and say it often.

Finally, here is an example of customer service that sets the standard for all – Bill Taylor, author of Mavericks at Work shares a lesson we could all learn from Lexus:

Shortly after the first 400 sedans hit the market, the company learned of three minor technical flaws. At that time about 3,000 sedans had been sold. Rather than send the usual recall notice and have the customers bring the cars to the dealers, about 300 executives of the company personally visited each customer (all 3,000 of them), brought them a gift – and a technician who fixed the problem on the spot. In the customer's driveway.

In 2006 they discovered another flaw, this time in the ES 350 sedan. It was not a cataclysmic problem and affected only about 700 sedans. However, this time, they did ask the owner to bring their car to the dealer; and gave them a brand new car. On the spot. No questions asked.

"Based on surveys, the affected customers were more loyal to Lexus than buyers who didn't have the problem in the first place," says Taylor.

Now, ask yourself; "How does my organization measure up to that standard? Do we quibble over a return of a $25 item (CD series, book, toy or whatever) and make the customer return the defective product before we issue a replacement? Do we answer the phone or make the customer sort through the tortuous phone tree?” The best way to gain understanding on how to create opportunities for existing customers to do more business with you is to see yourself through your consumer’s eyes and honestly answer one question. "If my experience with a business or organization mirrored what my members experience, would I come back for more or go elsewhere?" Only if the answer is a resounding – and honest - "Yes" can you expect to experience sustained growth.

Copyright 2007-2008 ©Z.O.E. Consulting, LLC.
Permission is granted to copy this article as long as the following information is included:
Karen Hosey is the President and CEO of Z.O.E. Consulting and specializes
in leadership development, strategic planning and marketing.
To find out more about her services, visit www.zoeconsulting.net

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12 STEP JOURNEY TO A NEW YOU!
by Karen Hosey

Studies have shown that we hire people for their skills and we fire them for their attitude. Consider this dichotomy:

A SHRM (Society of Human Resource Management) found that 95% of all training and development dollars are spent on knowledge and skills, yet that same study found that when people were considered for promotions:

15% were promoted based on knowledge (knowing what to do) and skills (knowing how to do it)
85% were promoted based on attitude (wanting to do it)

What's attitude got to do with it? Everything!

Consider this result of a study conducted on why businesses lose customers (or churches lose members):

1% die
3% move away
5% leave because of other relationships
9% leave due to competition
14% leave because of dissatisfaction
68% leave because of an attitude of indifference demonstrated to them by an employee.

Attitude plays an integral role in the success of your business or ministry, and these statistics reflect just how important attitude can be. We’ve all seen it before at work or in the church. Think of a person you know with a negative attitude. Now think about how that attitude is reflected in their performance. What about the person with a positive attitude? If performance reflects our attitude, then our level of success is also one of its by-products.

Behaviorists believe that a person’s basic attitude is formed before the age of five (5). If we look at the life of a child before that time it is no wonder so many people have negative attitudes. See how many of these sentences you can complete:

Children should be seen and not _____.
Don’t go where you’re not _____.
Don’t speak unless you’re _____.
Don’t talk to ______.

You knew all of them didn’t you? How long has it been since they were spoken to you? Have you also passed it along to the next generation? Did anyone ever come to you at the age of 12 and say, “You may now talk to strangers?”

If behaviorists are correct and 85-90% of your habits of thought are formed during this time - when most of what you hear is negative (even if it is for good reason) and 88% of your behavior is at the subconscious level - is there any wonder the glass appears half-empty? Here's a neat website to test your positive meter: www.authentichappiness.org

If you generally see the glass as half-empty or anticipate the worse before you expect the best, follow this 12 step journey to a new you:

Ask three people you consider to be positive (those with a “merry heart”) how they maintain their attitudes.
Survey your use of language, and change it when necessary. This includes inner talk and outer talk. Change your negative words and thoughts into positive ones. Matt 12:36-37; James 3:10
Surround yourself with as many positive people as possible. This may mean changing the circle of friends you hang around with, but it will be worth it.
Appreciate yourself. Accept yourself for who you are, not who you ought to be. Psalm 8
Don't worry about something that has already happened. If there is a lesson to be learned, learn it and move on. Phil 3:13
Accept that you are going to make mistakes. Romans 8:1, I John 1:9
Go on a negativity fast. For one entire day, commit yourself to using all of your energy to be positive. Phil 2:14
Realize that how you feel and what you think about something is your choice. Deut. 30:19
Create positive affirmations/confessions and repeat them out loud a minimum of six times a day.
Make a list of all of your accomplishments (none are too small to list) and read them daily.
Forgive others. Do not expect perfection from anyone else until you have achieved it yourself – 24/7.
Capture negative thoughts by speaking a positive confession. You cannot keep negative thoughts from coming but only your decision to hold onto them can keep them there.

Remember, your attitude was formed over a period of five years, and you’ve practiced it for the past ___ (your age minus five). You will not change it overnight, but you will change it if you are consistent and persistent. Success is sure to follow!

I achieve great things because I make a difference!

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NEXT YEAR WILL LOOK A LOT LIKE THIS YEAR UNLESS...

Throughout the past year we’ve talked a lot about values, priorities and goals. If you haven’t already completed your 2008 goals for yourself and your organization - it’s not too late. However, I thought a reprint of a previous article may be a good reminder and will help avoid the frustration that often comes with introspection.

Many people (and organizations) start the new year with great expectations and high hopes, only to be disappointed as the year draws to a close and so many of those expectations and hopes were not realized. Each year we endeavor to be more productive, more efficient and attain higher levels of achievement. Yet too often, the many demands of business, ministry, family and our self-imposed need for perfection leave us feeling overwhelmed and out of balance. Below are three tips that will help you regain your equilibrium and sense of accomplishment.

Rethink Balance

Stop thinking of balance as achieving the right blend of time and effort distributed evenly among your various commitments. Instead, think of balance as aligning your behavior with your values. Balance is not an issue of time - it is an issue of the choices you make. Follow these simple steps to align your behavior with your values:

Define your values; clarify what is important to you.
Prioritize your values. As stated in previous articles, there are times when values may conflict with one another. Clearly identifying those that are non-negotiable will avoid stress and conflict later.
Determine if your behavior (what you are doing on a daily basis) is taking you toward or away from your values because stress comes not when we run out of time, but when our behaviors are misaligned with our values.

Look at your time.

Time isn't the main culprit when it comes to being out of balance. Even so, understanding where your time goes will help you quickly identify time wasters - and allow you to invest more time in the areas that are most important. Here's how:

Track. Keep a log for a full week or two and jot down what you do for any period of time of an hour or more. If you're feeling constantly interrupted, track your time in smaller increments.
Understand. Write down why you did what you did. Do your actions reflect or contradict your values and goals?
Review. At the end of your time tracking, look at your notes. Consider the following questions:

Are the activities in your log necessary for daily living, for your career, for your family, for your health or for your pleasure?
What percentage of time did you spend in work-related activities versus family activities? How much time did you take for yourself?
How much control or choice do you have about how you spend your time? What is truly beyond your control?

Decide. Put a check mark next to the activities that are truly not negotiable. Consider the rest. What do your activities say about you? Do you do what you do to please others to the exclusion of pleasing yourself? What could you change? What steps can you take now and over time?

Recharge

Our capacity to work is not boundless, although we sometimes believe otherwise," says Joan Gurvis. Build in time to recharge: relax, let go of some of your "oughts" and do something that inspires and rejuvenates you.

This article is adapted from Finding Your Balance, by Joan Gurvis and Gordon Patterson. Reprinted with permission from Center for Creative Leadership.

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IS YOUR LIFE IN BALANCE?
by Karen Hosey

In last month's issue of SUCCESS, we discussed how insanity (doing the same thing but expecting different results) has crept into leadership and that the solution is often found by taking a good look at the Man in the Mirror. As promised, this month's issue is focusing on insanity that has crept into our personal lives – and is often manifested as a life out of balance.

Those in leadership - small business owners, pastors, or CEOs of corporations - often find their lives out of balance. The demands of ministry, the competitiveness of business, your cell phone, blackberry, e-mail and other tools make it very difficult to get away and relax. Leaders often find their mind and body are in two different places. Their body is at the dinner table with family but their mind is on their ever growing "to do list".

It becomes easy to miss piano recitals, football games, or school plays. My dad, for instance, had a full-time job and also ran his own business. He was forever working. My mother would often tell him "Gene, do you have to work so much?" His response was always, "I'm working to make your life better." One year, he worked extra hours to buy her a 25^th anniversary present - the special dining room suite she wanted. She got the furniture, but my dad died three months shy of their anniversary. Mama often said she would trade the furniture for him in a heartbeat. My father was fulfilling what he saw as his role as provider, but he missed out on the more meaningful role of husband.

As a pastor or CEO, you are responsible for the lives of many people. So how do you keep a balanced perspective where the needs of your family (and personal time) are concerned? After all, Genesis 1:24 says "Therefore, shall a man leave his father and his mother, and shall cleave unto his wife; and they shall be one flesh." It does not say, "...and shall cleave unto his wife and congregation/staff; and they shall all be one flesh." Here are a few strategies to help you be more balanced:

For everything you need to do, ask yourself this question "Am I the ONLY one who can do this?" Place all of the "No" items in one list and all of the "Yes" items in another. Delegate the "No" list (see #3). For example, if the decision at hand is a choice between going to pray for a sick church member, attend a meeting or go to your son's baseball game, the answer to the above question is "No". In the absence of a direct leading by the Holy Spirit, send your assistant pastor to pray for the sick, send a manager to the meeting and you attend your son's game. The decision is then made – do the thing that ONLY you can do.
For everything on the "Yes" list, ask yourself, "Will anyone be harmed if I do not do this today?" Again, separate "No" items from "Yes;" place the "No" items on tomorrow's "to do" list. You'll find many items on the "No" list are not as urgent as you initially thought. If there are items that you cannot easily determine take them through this process: fold a sheet of paper in half. Place "Pros" on one side and "Cons" on the other. For each item, make a list of pros and cons of doing that task today (be sure to weigh the impact against the items already on your "Yes" list). If the "Pros" of doing this task today outweighs the "Cons" add it to your "Yes" list. If not, it moves to tomorrow's list.
For every item that does not meet the standards of #1, heed the advice of Jethro to Moses; appoint others to assist you (see Hiring the Best and Hiring for Key Positions). No matter how large or small your church or business, you do not have to do it all. If you are responsible for 50 people or more you should have a pastoral staff (directors in business) to assist you. In business the optimal span of control is 7 – 14 direct reports so to try and be personally responsible for 50 or more people violates the basic premise of effective leadership. Remember, the resources God provides are not always found within your congregation or business – but they are available to support you. Be open to using them.

Once you have identified the things that ONLY you can do and have confirmed that they must be done TODAY, focus on those items. If anything else is brought to your attention or put on your plate, go through these three steps again – do not automatically go into solution mode. Take the time to prioritize. Keep in mind that the key is that your family should be part of your list and not an afterthought.

As pastor or CEO you have been placed in a position of accountability, but that does not necessarily equate to having the responsibility of actually doing it yourself. Taking the time to follow the three steps above will make a tremendous difference, but there is one other step: wherever you are, focus your thoughts on that place. Cast down and capture every thought that is not directed at the task or activity at hand. Multitasking is another way of saying you are doing a lot of things at once – and none of them very well. Focus on the time and space that you occupy at the moment.

Follow these steps and you will find the balance that provides mental peace, increased effectiveness and greater fulfillment – and your family will notice the difference.

Copyright 2007 ©Z.O.E. Consulting, LLC.
Permission is granted to copy this article as long as the following information is included:
Karen Hosey is the President and CEO of Z.O.E. Consulting and specializes
in leadership development, strategic planning and marketing.
To find out more about her services, visit www.zoeconsulting.net

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THE MAN IN THE MIRROR
by Karen Hosey

We've all heard the definition of insanity, which is "Doing the same thing but expecting different results." In the next two issues of SUCCESS we will take a look at how insanity has crept into our lives and what we can do to turn it around. This month, we'll look at how insanity has crept into leadership in business and ministry, while next month we'll look at the role insanity is playing in our homes.

Often, when a business or ministry becomes stagnant, the first thing leadership does is start putting pressure on people. Write-ups increase, people are put on 30, 60 or 90 day notice to "make some changes or change jobs," and sermon topics start to address the need for service and commitment. The number of meetings increases as leadership attempts to force home the idea that "something must change." Staff begins to take more days off and volunteers don't show up because the stress levels increase. This, of course, negatively impacts productivity. "Right-sizing" becomes the main topic of the leadership team as a means to streamline expenses, or bake sales and fish fries are planned as ways to raise money. The one thing missing in this flurry of activity is a quiet, but deep, introspection of the leadership itself.

There are two consistent warning signs that leadership may be the issue. The first is the formation of cliques, and the second is leadership by isolation. If you are a leader in a ministry or business whose results are stagnant or digressing, pay close attention to the following warning signs. If you recognize either of them, the problem is one that can be found in the mirror, and no matter what is done on the staff level, nothing will change and insanity will reign.

Cliques among leaders. It is not uncommon for groups of people to enjoy one another's company and go to lunch together. That is not a problem unless side meetings spring up and this small group of leaders discusses issues (usually involving certain other leaders) and proposes solutions without consulting the other leaders. If a group of leaders come to you with their own solution to a challenge, warning bells should go off! As the leader, it is paramount that when one group comes to you with a proposed solution that your first question to them must be, "Was this discussed with the entire leadership team? Is everyone in agreement?" Do not entertain anything that has not been fully discussed by all of your leaders. When you do so, and the other leaders are not privy to the discussion, they will feel betrayed and strife and contention may well raise their ugly heads. There is no place for cliques on a leadership team. None. Remember, "A house divided against itself cannot stand." The leadership team must be united in all areas. If you see cliques forming, heed this warning and take action. "Leaders" who form cliques are not true leaders; serious consideration should be given to replacing them – immediately.

Isolation is a huge problem in churches (more so than in business), and the effects are devastating. Pastors often surround themselves with a core of people for the purpose of protecting precious time, but too often the chosen group misuses their access. This scene is repeated over and over, regardless of the size or age of the church. Power begins to go the head of those closest to the pastor and they take it upon themselves to filter information meant for the pastor. This effort to "protect" the pastor in effect isolates him from information he needs to make wise decisions. If all of your information is filtered through one or two people, watch out; you are opening yourself up to great danger. With access so restricted, you will only hear what your administrative assistant determines is important, and even that will be based strictly on the assistant’s level of understanding of the issues. The potential result? A huge mess. People may leave in droves, and those who remain will be afraid to anger the assistant because they believe that communication regarding what they do may be tainted by his retribution. All the while, you may be erroneously thinking all is well.

If your business or ministry has fallen victim to either of these problems, take these steps immediately:

Get out of your office and go talk to your leaders. Do this in a non-threatening environment. Take them out to lunch, one on one, and talk. You may not get good information at first because they may suspect your motives, but do it and do it often.
Have meetings with your leaders individually – without anyone else. Use a tape recorder for notes if that is necessary, but each meeting should be one-on-one. No one can tell their story or present their case better than they can. Give them respect and honor by allowing them to do so. Don't pack everything into one day and have the meetings scheduled so close together that your leader cannot fully disclose what is needed. They will respect your time more when they know this is not the last chance to meet with you.
Immediately remove all barriers between you and your leaders. Your administrative assistant may filter your mail and even your email, but communication from your leaders must come directly to you. If you find that your assistant has inappropriately withheld, modified or filtered information that you should have received, no matter how honorable their intentions, remove them from that post. The damage that has been done may never be repaired if that person remains in that position.
Get out of your office and talk to the staff, volunteers, and members. This will enable you to better understand and assess what your leaders are telling you. It will help you monitor the pulse of the organization and not rely merely on hear-say (if that evidence is not admissible in court, it should not be admissible in your office).

If you find there are cliques among your leaders, or if you have isolated yourself behind your administrative assistant or a group of leaders, there will be damage you will have to repair (among staff or volunteers). Read Ten Keys to Effective Leadership and Nine Team Building Strategies to give you specific strategies that will help you rebuild trust and restore your team's confidence in your leadership.

Before demanding change of those who follow you, be certain they are the ones that need to change, and that your leadership is worthy of their support. Remember, no matter how grim your situation may be right now, it's never too late to change. Do it today and watch your ministry or business begin to excel.

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MAKING SENSE of INTERNET MARKETING
by Karen Hosey

In contemplating a web site it is good to start at the end. First, be sure this is part of your overall strategic plan because a web site is not an end all. It should serve a specific purpose and be incorporated into your overall strategies. Many people think that if they “build it, they will come” but there are billions of pages on the Internet. Every dime you spend in design and hosting will be wasted if you cannot be found. So, starting the end at the beginning, let’s look at some key factors you should consider BEFORE you spend a dime on design:

SEO stands for “Search Engine Optimization” which simply indicates that your site is friendly to search engines such as Google, Yahoo or Altavista. Without becoming technical it is sufficient for you to know that you want your site to be as friendly to search engines as possible because that is how people will find you. If you’ve ever gone on Google and typed in a word the list that came up did so because Google found those sites among the billions on the Internet. The easier you make it for Google to find you, the more likely your site is to come up as a result of keywords. Note is that the more flash you have, the LESS friendly you are to search engines. For some reason there is a trend among churches to have a lot of flash not realizing that flash hinders the ability for search engines to find you.

When seeking someone to design and host your web site, here are a few questions to ask:

Do you provide SEO services?
To which search engines do you submit sites?
Do you define keywords based on the copy or must I provide them to you?

Keywords are words that people most often use to find a site. For example, if you were selling your home and wanted to find someone who would help make your home more presentable, what words would you type into Google or Yahoo? The sophisticated searcher would use words like “interior design” or “home staging,” while others would use “interior decorating,” “interior painter,” or even “home furnishings.” If that is your line of business and you don’t have those words written in your copy, no one will ever find you. Why? The search engines take the words people use and find the pages on the Internet that use those words.

What keywords would people use to find you?
Are they written in your copy?
Are they part of your domain name?

Number of “Hits” is a useless measure. If you hear that a web site gets a million hits the speaker is either engaging in puffery or doesn’t know of what he speaks. Hits are a single request from a Web browser for exactly one item (e.g. a graphic on a page) from a Web server. For example, if there are three pictures a page will measure four hits; one for each picture plus the page itself. A more meaningful measure is the number of “unique visitors.” That will tell you how many different IP addresses (an address unique to each computer) visited your web site within a specified period of time (usually 24 hours). If a person browses your site during lunch then returns to your site in the evening, their activity will register one visit as along as they used the same computer. If they used the computer at work during lunch then used their home computer in the evening, two visits will be registered.

How will you measure web traffic?
What will you do with the information?
How will you convert your web analytics into your marketing strategy?

The copy you use on your web site is more important than the design of the site yet most people spend thousands on the design and little or nothing on the copy-writing. Don’t make that mistake if you want your web site to be a useful tool to draw people to your doors.

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MAKING SENSE OF INTERNET MARKETING, PART 2
by Karen Hosey

In last month’s article we talked about SEO, keywords and the importance of the web copy. This month we will look at purpose. There are three primary functions of a web site:

Marketing (an electronic brochure)
Information (an online reference tool)
Interactive (a place to share and receive ideas, advice and information)

Marketing - a marketing web site is one that serves as an online brochure. It focuses on describing your services, products, pricing, etc. While well-written copy will tell the benefits of the product or service but the primary focus is on your company. If this is your purpose then select keywords based on the services you provide as that is most likely what people will search. You are not concerned about people returning and your primary call to action is to purchase a product/service or register for an event.

Challenge: Marketing sites often have old content. If services and products don’t change frequently, there isn’t much new information to add.
Benefit: Awareness and increased sales
Drawback: Very select audience (only those needing your service)

Information - an informational site is one that focuses on answering questions and providing links to other resources. Wikipedia is an example of an informational site. You want people to return frequently so your primary call to action may be to sign up for membership or an E-Newsletters.

Challenge: Information sites require frequent updates of the information and links. Creating fresh new content can be difficult.
Benefit: Providing a service to the online community.
Drawback: People often avail themselves of the information but do not partake of your services, i.e., little or no revenue is received in exchange.

Interactive - an interactive sight serves as a community. People share thoughts, ideas, experiences, expertise, etc., with other like-minded people. Sites that focus on providing interactive experiences generally offer blogs and online polls. The desired call to action is to have people add the site to their favorites because they come back so frequently.

Challenge: Interactive sites are high maintenance: you want to filter blog entries to keep the site clean and professional and have to search the Internet to find articles to post on the blog that will stimulate conversation.
Benefit: Networking and high web traffic (which may lead to advertising revenue from other companies)
Drawback: People come to the site for the interaction, not necessarily for your services.

An ideal site will be a combination of all of these functions; people will be informed about products or services, valuable information will be provided that will help educate or solve a problem and they will have the opportunity to interact or “belong” to the online community. In a combination site, one function may outweigh the others. For example, a site for a church may focus on providing information and resources to solve problems, however it will also promote events and products and provide an opportunity for the visitor to seek prayer or provide testimonies.

Whatever the purpose for your site a critical element to consider is maintenance. Build into your plan the human resources necessary to add content, freshen the design, monitor traffic, etc. Remember, one purpose is not better than another; an interactive site is not better than a marketing site if a marketing site is what your plan requires. The key is to determine the outcome that you desire and then build a site around providing that result.

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IS IT URGENT, NECESSARY, or IMPORTANT?
By Karen Hosey

What governs your life? The urgent, important or necessary? Are you enslaved to email? Can you sit through a meeting or carry on a conversation without texting someone? When a text message comes through, do you have to answer it right then, even at the risk of being rude to the person sitting right in front of you? Do you feel as though something must be wrong if you don’t have email in your inbox each day? How many devices do you have to stay in touch? In other words, are you in bondage to the “urgent?”

Or maybe you are not enslaved to technology and instant gratification but you are very entrenched in doing what is necessary. You have lists for your lists and abide diligently to your well planned schedule. Your life is regimented by doing - and you’ve got your children trained in the same manner. They are involved in all types of activities from sports, to dance lessons, to clubs and camps but do they have time to just be a kid? Can they just run out the back door, hit a ball to you and call that fun? You and your family run thither and yon, barely having time to sit down together for a meal. Does your conversation center around anything other than your schedule and “to do/have done” list?

Or, are you governed by what is important, i.e., people? Do you frequently engage in doing a simple act of kindness for your neighbor (do you even know your neighbor)? Do you regularly call your elderly relatives, the great-aunt or uncle who lives in a retirement home? Or send notes to your nieces or nephews away at school to tell them you believe in them? Are you able to take time to enjoy the awe of a sunset or beauty of a flower and encourage your spouse and children to do the same?

I was challenged recently by an article written by Phil Cooke where he asked the question, “Is what you’re living for worth Jesus dying for?” Are the text messages, schedules and lists worth the sacrifice Jesus paid or is it the smile on someone’s face when you, for no apparent reason, lavish them with a simple act of kindness?

If you have read any of the previous SUCCESS newsletters you know that I am a proponent of planning - but maybe a part of that plan needs to be focused not on “doing” but on “being.” As you’ve seen, my motto is “life happens, success is on purpose” but that success includes successful relationships. They too require work, planning and purpose. If you have ever felt “There’s got to be more to life than this” or “I am not living an abundant life, yet I have plenty, what’s wrong?” or, maybe you are simply “Tired of being tired;” If that sounds like you, here are a few strategies to get you started.

“On purpose” focus on the person in front of you. If a text message or phone call comes in, don’t look at your device to decide if it is more important than the person in front of you. Simply ignore it. I promise, the world will not end but the person you are talking to will realize you value them.
“On purpose” use the telephone to respond to the next 10 emails you receive - then while you are talking, ask a simple question, “What’s going on with you?”
“On purpose” write into your schedule an act of kindness for someone you know - send flowers, write a note, or make a call and tell them you were thinking of them.
“On purpose” adjust your schedule so that the entire family can eat at least one meal together - and forbid talking about work, focus on each other. The first meal or two may be silent but everyone will catch on soon. Leo Buscaglia’s father used to ask his children at dinner “Tell me one thing you learned today” and they could not leave the table until they shared something that everyone then discussed. The kids would scurry to read something in the encyclopedia before dinner so they would have something to share...but what a wise tradition to start. Learning combined with communication and sharing. What memories can you create?
“On purpose” look over your list and for each item ask the question “Will my family or those I love or serve suffer if I don’t do this today?” Make only those items to which you could respond “Yes” a priority. Let the other items take a back seat so that the important replaces the urgent.

Planning has a place and is indeed a vital necessity but the bigger question is “for what purpose?” A ministry or business needs to plan if they want to grow - but for what? If we ever lose sight of our true purpose - people, then we’ve become deceived and allowed the cares of the world to enter in, making our true purpose unfruitful. Yes, our busy schedules demand a schedule but for what purpose? Do we need a schedule to accomplish great things in order to make a name for ourselves or to enable us to have more time for others?

As we live our busy lives and work toward achieving our many goals, take a moment to pause and ask yourself “Am I living my dream or living my schedule? Is what I am living for what Jesus died for?” There is a great poem on a greeting card published by Successories that says (and I paraphrase), “In a hundred years no one will remember how clean your closets were, how many sales you made, or how many promotions you received, but they will remember what you did in the life of a child.”

So I challenge you as I was challenged, if “Time has no meaning in itself unless we choose to give it significance” (Leo Buscaglia), what significance are you giving the time allotted to you?

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IF NUMBERS = LIVES...HOW MANY HAVE YOU LOST?
By Karen Hosey

Often, people in ministry pay little attention to numbers (other than revenue, of course) without realizing that data is the cornerstone and foundation for wise decisions. Without accurate information and the appropriate analysis of it any decision made is, at best, incomplete and most likely inferior.

The amount of increase or decrease in any area in a ministry doesn't mean much until you realize that each number represents a soul. Each number represents a life. Each number represents an opportunity. Each number brings you closer to, or moves you further away from, realizing your vision.

I often work with ministries and ask them some basic questions such as “How many visitors convert to members?” “What subject is your largest seller?” “How many members have left the church (or are inactive)?” None that I’ve asked know the answers and they range from small to large churches. These questions not only reflect how well the ministry is serving the needs of the people, the answers provide valuable insight into areas of strength and weakness that may lead to some needed changes within the ministry itself. Ask yourself these questions, “Do I know...”

How many visitors have come but not joined? Why?
How many members have left over the past ____ months? Why?
How many partners do I have?
How many new partners join each month?
How many partners drop off each month?
How long is it between the time they join and the time they drop off?

If you cannot answer all of those questions, there is a great possibility that the decisions you have made are ineffective and have wasted precious resources. To make sound decisions, avoid wasting resources, and move closer to fulfilling your vision, it is important to continually collect and assess data that will provide answers to these questions.

Once you have captured this information, trend analysis becomes critical. Analyzing trends for the past three, five or ten years will give you insight into those you serve. When those trends are juxtaposed with revenue and expense trends, a very clear picture begins to emerge: a picture that will reveal the need to "stop the bleeding" or "stay the course." You now have the information that you need to take to the Lord and get the Holy Spirit’s wisdom as to the best course of action. Without that information, you may be "asking amiss." Without numbers there can be no accurate measurement of success. The inability to measure success accurately can result in deception: we think we are doing more for the kingdom than is actually the case.

What many fail to realize is that all of the analysis mentioned above is a marketing function. In fact, it is the heart and soul of marketing. Advertising is the icing on the cake but data analysis is the cake itself. Understanding the behavior and needs of those you serve opens doors of opportunities that ultimately led to the successful transformation of lives.

Don't shun "numbers"; use them as the tools necessary to make quality decisions. Remember that each number, whether showing increase or decrease, actually represents a life for whom Jesus died. If numbers represent lives, how many have you gained? How many have you lost? Do you even know?

The great mystery isn't that people do things badly but that they occasionally do a few things well. The only thing that is universal is incompetence. Strength is always specific! Nobody ever commented, for example, that the great violinist Jascha Heifetz probably couldn't play the trumpet very well."
— Peter Drucker

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TEN KEYS TO EFFECTIVE LEADERSHIP
by Karen Hosey

Effective leaders multiply the DNA of the vision. If you have the wrong person in leadership the vision becomes corrupted and birth defects are the result. Below are ten characteristics of an effective leader to help you gauge yourself and others:

Listen twice as much as you speak.
Encourage people to take risks
Assess the facts before making a decision
Demand accountability of yourself and others
Expect people to do their best.
Respect those “under” and “above” you..
Solve problems with action.
Honor your word.
Include others in the process.
Praise publicly, criticize and correct privately.

Each letter in the word leadership shines a light on qualities that define a leader:

Listen twice as much as you speak. A leader recognizes that it is as important to listen as it is to speak. A good leader affirms, empathizes, and then guides a person to discover their own solution - but that comes only after truly listening to both what is said and what is unsaid. Listening shows that you care and as John Maxwell aptly states, “People don’t care how much you know until they know how much you care.”
Encourage people to take risks. When you respond to mistakes as learning opportunities instead of finding fault and blame, you encourage people to find better solutions. Fear does not motivate, it inhibits. If people are afraid to make a mistake for fear of retribution, they will not stretch themselves to seize all opportunities. Differentiate between a mistake made out of carelessness and a mistake made in an effort to be resourceful in solving a problem. The former deserves appropriate consequences, the latter appropriate encouragement.
Assess the facts before making a decision. It is important for a leader to be decisive but it is equally important to gather all of the known facts first. In the areas of performance, always get both sides to the story before taking action. Never, ever take the word of one person and never “investigate” a situation solely through third parties. Third party testimonies should collaborate or refute what you learned directly from the people involved. When making decisions regarding process, get information directly from those responsible for the job; don’t just rely on the opinions of others. Assess ALL the known facts and then make the best decision based on that data.
Demand accountability of yourself and others. Leadership isn’t easy, if it was, everyone would be doing it. Leaders must uphold a higher standard for themselves than they do for others. Accept total responsibility for all actions taken and decisions made - regardless of the personal consequences - and demand the same of your staff. Leaders pay a high price emotionally, relationally, and spiritually. Only those willing to pay the price are qualified for leadership. Before accepting a leadership position the hard question must be asked, “Am I willing to sacrifice myself in order to lead?”
Expect the best of your staff. When your first response is “if they knew better, they’d do better,” your first reaction will be “have I fully equipped them to do their job?” or “Have I clearly articulated my expectations?” When we look inwardly first, it often stops our outward rage. When people know you expect them to do their best, they most likely will. When they expect that you’ll castigate or blame them for mistakes, they most likely won’t do anything - good or bad. That does not mean that you tolerate ineptness, but when you think highly of your staff you inspire them to excel beyond their limits so that you are not disappointed. That creates a win-win situation.
Respect those “under” and “above” you. There are many that say that respect must be earned and to some degree that is correct. However, every person must be afforded some level of respect because they are God’s creation whom He loves. Additionally, there are instances when despite a person being of low character, they are deserving of respect because of the position they hold.
Solve problems with action. When you solve problems you increase your value in the eyes of those you follow and those who follow you. Some people focus on the problem. Some focus on finding solutions. A leader focuses on turning solutions into action because only then is a problem solved. Leaders face challenges head on, they enlist the help of appropriate people who collectively develop the best solution but the next step reveals true leadership because they convert the solution to a game plan and then over see its execution. There are times when a leader must act alone, and there are times when he must incorporate the views, opinions and wisdom of others. A wise leader knows the difference.
Honor your word. There is nothing that instills greater loyalty than knowing that a person is a person of honor - and that begins with honoring our word even to our own hurt. What we say should not change simply because the audience changes. If we commit to something, even if circumstances change which makes that commitment a challenge or inconvenient, we must follow-through. If we said it, we must make it good. When we are a person who honors our word, our word becomes a standard that others can rely on, and that confidence is priceless.
Include others in the process. While it is true that “ducks flock together but eagles fly alone,” that is not a good position to be in when making changes that impacts the lives of others. No one sees everything from all angles; we need the experience, expertise and gift of others to make our decisions more effective. Include others in the process, gather their input, and allow them to offer their solutions. When you involve others you make them part “owners” in the outcome. When you do it all yourself, you are the sole proprietor of the outcome. However, when a decision needs to be made make it with confidence that it is the best decision to be made at the time.
Praise publicly, criticize privately. Though this one is last its importance cannot be underestimated. A leader knows that “you catch more flies with honey than you do with vinegar.” When you praise publicly, you elevate the employee in the eyes of his peers and that is often a great motivator. However, when you publicly humiliate people, you instill fear, resentment and offense, all of which are tools for strife, confusion and rebellion. Ask yourself, do you want your boss to publicly praise or criticize you?

What do you do if you realize you do not have effective leaders? Consider this: Great leaders recognize that competence is critical. If removing a poor performer is more of a challenge than letting a position go vacant until the right person is found, then you have failed. When proper disciplinary procedures are in place and followed, you must recognize that more harm than good is done when an incompetent person remains in a position. There is no room for an incompetent leader. If you have promoted someone because he has the right heart but does not possess the skills required, admit you erred, remove the person and do double duty until the best person is found. Pastors, educators and those who serve often fail in this regard because they want to give a person every chance to succeed but the question must always be asked, “Am I failing my vision, am I doing a disservice to those I serve, by letting this go on too long?” It is better to help a person find where he is suitable than to continue to carry him in a position where he is not. An ineffective leader must be removed quickly, but in a redemptive way.

While there are other leadership traits that separate good leaders from great leaders; this list gives you a good foundation. If lives depend on what you or your leadership team does, then you cannot afford to let them down. Make the hard, but right decision.

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