Tag Archives: Chris Horst

Monday Morning Moment – Mission Drift – 12 Quotes on Being True to Our Mission

  Blog - Mission DriftPhoto Credit: Peter K. Greer, President & CEO of Hope International

[From the Archives]

“You are the salt of the earth; but if the salt loses its flavor, how shall it be seasoned? It is then good for nothing but to be thrown out and trampled underfoot by men. You are the light of the world. A city that is set on a hill cannot be hidden. Let your light so shine before men, that they may see your good works and glorify your Father in heaven.” – Matthew 5:13-14, 16

Peter Greer and Chris Horst (with Anna Haggard) wrote an incredible little book entitled Mission Drift. The book’s byline is “The Unspoken Crisis Facing Leaders, Charities, and Churches”. I enthusiastically recommend this book to anyone who has invested their lives in a faith-based organization, or Christ-centered business, or Christian charity. In fact, if you haven’t already read it, and you’re a Christ-follower, please make it a priority.

Mission drift is the slow and insidious shift away from the original mission, purpose, and identity of an organization. Greer and Horst have done extensive research on organizations who have either remained “mission true” or have fallen sadly away from their mission. The stories are fascinating and compelling. They lay a foundation that can help all of us prevent mission drift in our own lives and in our spheres of influence.

12 quotes from the book follow. These are just to whet your appetite. Mission Drift is an easy read and the truths resonate with our desire to be faithful and true stewards.

“Mission Drift…is pervasive and affects faith-based organizations of all varieties – nonprofits, churches, denominations, businesses, foundations, and schools. ..be optimistic…that drift is not inevitable.” (pp. 19, 22)

Mission True organizations know why they exist and protect their core at all costs. They remain faithful to what they believe God has entrusted them to do. They define what is immutable: their values and purposes, their DNA, their heart and soul…To remain Mission True is to adapt and grow, so long as that adaptation and growth does not alter the core identity.” (p. 27)

Mission True organizations know who they are and actively safeguard, reinforce, and celebrate their DNA. Leaders constantly push toward higher levels of clarity about their mission and even more intentionality about protecting it.” (p. 51)

Leaders often first ask what, then move to how, and finally transition to why. ..Great innovators…start with why. The ordering really matters. Everything flows from why. Not only does it motivate others to join you, it also guides what you do – and often more important – what you don’t do.” (pp. 71-72)

The gravitational pull of secularism is felt perhaps most acutely in hiring…Mission True leaders hire carefully, intentionally, and prayerfully. They approach each hiring decision seriously, recognizing that each staff member represents the mission of the organization. ” (pp. 103, 107)

“Mission True organizations recruit and engage Mission True donors.” (p. 115)

You are what you measure…Our highest goal is to remain faithful to our Christ-centered identity and mission. Because of our identity, we must pursue excellence. Metrics can be self-serving. We need to be clear why we pursue them. Seeing God for who He is clarifies our role: We are stewards. Metrics help us to remain accountable for the work that God has placed in our hands.”  (pp. 131, 133, 136)

“Slapping an ichthus (the Christian fish symbol of the early church) on product packaging does not mean it honors God. Christian shoddy is still shoddy. In Mission True organizations, quality must be nonnegotiable.” (p. 139)

“‘Culture eats strategy for breakfast.’  Mission True organizations get this. They focus on the little things. They understand how important practices and norms are to the living and breathing cultures of their organizations. The small decision each and every day may seem inconsequential, perhaps even trivial, but these little things protect against Mission Drift…Beyond policies, Mission True organizations recognize that culture is composed of all the ‘little things’.” (pp. 148-149, 155)

“Clear language reinforces identity and also leads to accountability. Being clear with your plans and identity enables people to keep you on mission. If you regularly talk about who you are, you invite scrutiny and accountability. Publicly proclaiming who you are strengthens your identity and empowers people to point out inconsistencies.” (p. 163)

“Also I say to you, whoever confesses Me before men, him the Son of Man also will confess before the angels of God. But he who denies Me before men will be denied before the angels of God.” – Luke 12:8-9

“For organizations who desire to protect against Mission Drift, one of the most powerful anchors is the local church…Wisdom lies in anchoring ourselves to the church as the church is anchored to Christ. Across time and culture and trends, the church remains.” (pp. 167, 173)

“Courageous Mission True leaders…have stood unwaveringly upon the Truth of the Gospel. In all areas, they have demonstrated intentionality and clarity in retaining Christian distinctiveness. They are committed to Christ, first and foremost.” (pp. 180-181)

********************************************************************

One organization very dear to me keeps its mission before its personnel and donors in regular, consistent, creative and winsome ways. We know what we are about. There is never a doubt what we’re to be about. What safeguards does that beloved faith-based organization of yours have in place to hold back mission drift?

Peter K. Greer Blog

Chris Horst Blog

The Subtle Danger of Mission Drift

Organizational Culture – 5 Questions – Notes on a Podcast with Barnabas Piper, Todd Adkins, and Eric Geiger

Blog - 5 Leadership Questions - Organizational CultureMy latest favorite podcast (one of my 5 Friday Faves last week) was this conversation between Barnabas Piper (co-host), Eric Geiger, and Todd Adkins (co-host). On Lifeway’s 5 Leadership Questions, they tackled the topic of creating a healthy organizational culture.

Image processed by CodeCarvings Piczard ### FREE Community Edition ### on 2015-05-18 23:11:32Z | http://piczard.com | http://codecarvings.comBlog - eric Geiger - 5 Leadership QuestionsBlog - Todd Adkins - 5 Leadership Questions

In the podcast, they ask and answer 5 questions about organizational culture. I took notes. Listen to the podcast if you can, but if you don’t, read on. These guys have captured something we all need to consider in thinking about our workplaces and have our values speak to how healthy we are…or are not.

1) What is an organizational culture? – Culture is defined as those values or beliefs that undergird who we are and what we’re about in our organization. Culture is “everything beneath the surface that drives behavior”. Whether we are in tune to our work culture or not, we share values as a group and those values drive our behavior. There are two types of values within a culture – aspirational and actual. Aspirational values – what’s on the wall. Actual values – what takes place in the hall. Values are so embedded in culture that we take them for granted. They include philosophies and strategies and can be both good and bad for the health of our organization. What is the personality of your organization?  Psychologist Alfred Adler wrote, in 1920s, that to be healthy, three things need to be in alignment: 1) how you perceive yourself, 2) how others perceive you, and 3) how you want to be perceived. Apply that to your organization: does who you say you are match with who you actually are? This will give you a diagnosis of how healthy your organization is…if you’re willing to take a hard, honest look. How did you get the culture you have?Piper, Adkins, and Geiger then talked about how the leader of an organization will shape culture. Leaders shape culture and after three years, it will be the culture they have shaped.  If leaders don’t intentionally shape the culture, it will evolve on its own [somewhat in reaction to that leader – my take on that].

2) What are the consequences if you don’t build and shape a culture (if you let it passively happen)? “If you don’t actively cultivate the culture, whoever has the loudest voice or the clearest vision wins.” There is formal and informal authority as well as formal and informal influence with impact on an organization’s culture.  The informal influence/authority of a long-time trusted employee is important and should be respected. Culture, healthy or unhealthy, can “trump” a new leader’s ideas or strategy. “A healthy culture won’t tolerate an unwise move or won’t tolerate someone being treated inappropriately. A healthy staff culture will call people out – “We don’t talk to people that way here/we don’t treat people that way here. That’s sacred for us here.” Wise leaders will give the culture its voice as new, healthier culture is built.

3) What is the starting point for a leader to create culture? 1) Assess the culture of your organization. “It’s a mistake to say everything is broken, ruined, messed-up in this culture and we need to rebuild a whole new culture. You’re wrong. There are things that are affirmable in that culture.” [Eric Geiger on not loathing the culture you lead]  2) Find what is affirmable in your culture and affirm them. 3) Then deal with what is not present that needs to be. “For every 2 actual values, you can have one aspirational value.” If you are a new leader of an organization, resist the temptation to shake it down entirely and rebuild the culture reflecting your values. “Actual values are the foundation upon which you build culture. Affirm over and over. Then work to implement [that other value that’s only present in aspiration form].”

Blog - Organizational CUlture - Lencioni book Silos, Politics & Turf Wars

Everybody needs to read Lencioni’s Politics, Silos, Turf Wars. “What is Bucket 1? – core DNA – values we do not change. Don’t even ask. Bucket 2? – Maybe. Wasn’t our Core DNA but goes against what we want. Bucket 3? – Do whatever you want.” The core values of a culture are those that are bedrock for your organization to continue. “Ask what of your culture is not going to change. When those things come up, address them immediately. What is counter-culture? Kill them. [Examine] what we pay attention to; how we react to crisis; the role models that we raise up; the stories we tell; the heroes we create.” Plato once said: “What is celebrated is cultivated.”  You are able to influence culture by telling new stories. What does your culture celebrate? What do you see that kills culture?

4) What are culture-killers in an organization that need to be abolished? What are signs of culture that needs to be celebrated? What are the culture killers not to be tolerated?A culture-killer would be the continued allowance of violative behavior of those values. If among a staff team the cultural value is we treat each other with respect; we’re a family; we do ministry together – and you have a lone ranger who gets promoted?…that’s a culture-killer.” Anything that violates the organization’s culture is a no-go. Disrespect. Passive-Aggressive behavior. Lying. You can’t tolerate such things. Then what in culture should be celebrated? As team members exhibit organizational values in their work and demeanor, you hold them up for everyone to celebrate. “Point out and celebrate when your culture’s values are fleshed out. Give a story; mention the value; celebrate a specific value of the organization lived out; from each campus/department. Remind each other that all these things are going on in different places/departments and the impact we’re having together.”

5) What does it look like to hire and fire strategically to create the kind of culture an organization needs. People create culture.  1) Hire on the values. Look for displayed commitment to the values before the person is on the team. You ask questions. Look for history. You see if they have to sacrifice something to be on your team. Do they have to become someone they’re not to be a part of the team? 2) Removing people – a strong culture is going to make it very uncomfortable for someone to stay who doesn’t have the same values. They will self-select out of a culture not like them. They’re saying, “This isn’t really me.” The organization says, “Here’s who we are.” “If they’re not going to help the culture stay healthy, you don’t want them on that team. You want them to be a fish out of water if this isn’t the culture for them. It’s about fit not worth. There is a culture for them somewhere that matches their values.”

I love these guys – Barnabas Piper, Todd Adkins, and Eric Geiger. This podcast was very timely in my own cultural experience. I am watching an organization dear to me go through a painful downsizing – through a voluntary retirement incentive to start. This organization (both aspirationally and actually) values longevity, experience, perseverance, and history. You can imagine the struggle within of how to come to grips with this direction – necessary but heart-wrenching for them as an organization. Organizational culture is important to understand. It is how we help our culture through a crisis to get back to a healthy place. Culture cannot be disregarded.

Don’t Loathe the Culture You Lead by Eric Geiger

How Not to Loathe the Culture You Are Leading – Eric Geiger

Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors by Patrick Lencioni

Silos, Politics and Turf Wars – PDF – Executive Book Summaries

SlideShare – Organization Culture and Climate

Organizational Structure and Culture – Principles of Management – New Charter University

Mission Drift: The Unspoken Crisis Facing Leaders, Charities, and Churches by Peter Greer and Chris Horst

Photo Credits: 5 Leadership Questions Header. Barnabas Piper, Eric Geiger, and Todd Adkins

 

Mission Drift – 12 Quotes from a Phenomenal Book on Being True to Our Mission

Blog - Mission DriftPhoto Credit: Peter K. Greer, President & CEO of Hope International

“You are the salt of the earth; but if the salt loses its flavor, how shall it be seasoned? It is then good for nothing but to be thrown out and trampled underfoot by men. You are the light of the world. A city that is set on a hill cannot be hidden. Let your light so shine before men, that they may see your good works and glorify your Father in heaven.” – Matthew 5:13-14, 16

The first book of my 2015 reading will be one I review regularly from now on. In fact, my husband and I are sharing a copy of it which has been a challenge. We’ve both read it through, but it’s not done with us, if you know what I mean…so we keep reading and reflecting.

Peter Greer and Chris Horst (with Anna Haggard) have written an incredible little book entitled Mission Drift. The book’s byline is “The Unspoken Crisis Facing Leaders, Charities, and Churches”. I enthusiastically recommend this book to anyone who has invested their lives in a faith-based organization, or Christ-centered business, or Christian charity. In fact, if you haven’t already read it, and you’re a Christ-follower, please make it a priority.

Mission drift is the slow and insidious shift away from the original mission, purpose, and identity of an organization. Greer and Horst have done extensive research on organizations who have either remained “mission true” or have fallen sadly away from their mission. The stories are fascinating and compelling. They lay a foundation that can help all of us prevent mission drift in our own lives and in our spheres of influence.

I have captured below 12 quotes from the book. These are just to whet your appetite. Mission Drift is an easy read and the truths resonate with our desire to be faithful and true stewards.

“Mission Drift…is pervasive and affects faith-based organizations of all varieties – nonprofits, churches, denominations, businesses, foundations, and schools. ..be optimistic…that drift is not inevitable.” (pp. 19, 22)

“Mission True organizations know why they exist and protect their core at all costs. They remain faithful to what they believe God has entrusted them to do. They define what is immutable: their values and purposes, their DNA, their heart and soul…To remain Mission True is to adapt and grow, so long as that adaptation and growth does not alter the core identity.” (p. 27)

“Mission True organizations know who they are and actively safeguard, reinforce, and celebrate their DNA. Leaders constantly push toward higher le2vels of clarity about their mission and even more intentionality about protecting it.” (p. 51)

“Leaders often first ask what, then move to how, and finally transition to why. ..Great innovators…start with why. The ordering really matters. Everything flows from why. Not only does it motivate others to join you, it also guides what you do – and often more important – what you don’t do.” (pp. 71-72)

“The gravitational pull of secularism is felt perhaps most acutely in hiring…Mission True leaders hire carefully, intentionally, and prayerfully. They approach each hiring decision seriously, recognizing that each staff member represents the mission of the organization. ” (pp. 103, 107)

“Mission True organizations recruit and engage Mission True donors.” (p. 115)

“You are what you measure…Our highest goal is to remain faithful to our Christ-centered identity and mission. Because of our identity, we must pursue excellence. Metrics can be self-serving. We need to be clear why we pursue them. Seeing God for who He is clarifies our role: We are stewards. Metrics help us to remain accountable for the work that God has placed in our hands.”  (pp. 131, 133, 136)

“Slapping an ichthus (the Christian fish symbol of the early church) on product packaging does not mean it honors God. Christian shoddy is still shoddy. In Mission True organizations, quality must be nonnegotiable.” (p. 139)

“‘Culture eats strategy for breakfast.’  Mission True organizations get this. They focus on the little things. They understand how important practices and norms are to the living and breathing cultures of their organizations. The small decision each and every day may seem inconsequential, perhaps even trivial, but these little things protect against Mission Drift…Beyond policies, Mission True organizations recognize that culture is composed of all the ‘little things’.” (pp. 148-149, 155)

“Clear language reinforces identity and also leads to accountability. Being clear with your plans and identity enables people to keep you on mission. If you regularly talk about who you are, you invite scrutiny and accountability. Publicly proclaiming who you are strengthens your identity and empowers people to point out inconsistencies.” (p. 163)

“Also I say to you, whoever confesses Me before men, him the Son of Man also will confess before the angels of God. But he who denies Me before men will be denied before the angels of God.” – Luke 12:8-9

“For organizations who desire to protect against Mission Drift, one of the most powerful anchors is the local church…Wisdom lies in anchoring ourselves to the church as the church is anchored to Christ. Across time and culture and trends, the church remains.” (pp. 167, 173)

“Courageous Mission True leaders…have stood unwaveringly upon the Truth of the Gospel. In all areas, they have demonstrated intentionality and clarity in retaining Christian distinctiveness. They are committed to Christ, first and foremost.” (pp. 180-181)

********************************************************************

One organization very dear to me keeps its mission before its personnel and donors in regular, consistent, creative and winsome ways. We know what we are about. There is never a doubt what we’re to be about. What safeguards does that beloved faith-based organization of yours have in place to hold back mission drift?

Peter K. Greer Blog & How to Order Mission Drift

Chris Horst Blog

The Subtle Danger of Mission Drift