Good to good enough?
I first read Jim Collins seminal leadership book, Good to Great, as a seminary student over a decade ago in (of 
course) a pastoral leadership class. According to the copyright, the accompanying ‘Good to Great and the Social Sectors’ monograph was already released, but we didn’t read it at the same time. In hindsight that was a strange decision on our professors part, as we spend much of our discussion time in class doing the ‘translation’ work that the ‘social sectors’ monograph does, adapting the really good insights from Collins detailed research and writing into our church context.
This translation work is necessary, of course, because no matter how great the temptation as churches and non-profits to become more ‘business-like’. In fact, this is literally the point Collins makes in the first sentence of the monograph (Collins 1, 2005). We must resist the temptation because, as Collins work clearly shows, simply being ‘business-like’ isn’t necessarily a pathway to success and it is very unlikely that it is a road to greatness.
In my personal experience, when leaders in the church push for the church to adapt a more business-like approach it tends to be for one of three reasons. First, most of our church leaders come are volunteers and come from a business background – this is what they are familiar and comfortable with. It is what ‘makes sense’ to them. Second, because they know it and it makes sense to them there is an assumption that it will work better than what is being done currently – even if there isn’t a full understanding of what is currently being done. Third, sometimes I have seen this word be used as a thinly veiled excuse for a lack of compassion or concern when it comes to the treatment of staff or the disposition of resources.
Perhaps Collins greatest contribution not just to the social sector, but generally, is a researched definable process for moving or making the transition from a good company or organization to a great one (or really better an explanation for why some companies make the leap and others don’t).
There are many key insights along the way here:
- The importance of understanding inputs and outputs – i.e. in the social sector money is only an input, in business it is both. So, if those of us leading in the social sectors are focused the inputs – like the NYC policeman we will be end up focused on the wrong mission. Figuring out what the ‘outputs’ – or in more traditional church terms, the ‘mission’ of the church is or should be is not always as simple as it should be – but, Collins highlights, it is absolutely critical.
- Collins also highlights the importance of figuring out a way to measure your progress. It is easy, too easy at times, for us to internalize and spiritualize the work that we do in a way that allows us to become content with treading water and even stagnation – The church is called to be the bringing the kingdom of God near…. so, what does that look like?
- Page 9 of the social sectors monograph contains this quote – which Collins says is about driven and disciplined thought and action in pursuit of greatness, but I think might be an excellent description of the life of discipleship we are called to: No matter how much you have achieved, you will always be merely good relative to what you can become. Greatness is an inherently dynamic process, not an end point. The moment you think of yourself as great, your slide toward mediocrity will have already begun. (Collins 9, 2005)
- He highlights the important role that leadership plays, but astutely pinpoints that the type of leadership that is necessary and effective in the diffuse structure of a church/non-profit requires a different type or style of leadership. A style that he calls ‘legislative’ in contrast to ‘executive’.
- Here he briefly hits on one of the truest struggles of working with completely volunteer ‘workforce’ – as Collins says: ‘True leadership only exists if people follow when they have the freedom not to’ (Collins 13, 2005) The highlights the struggle of leading a volunteer organization and then critical importance in those organizations of a clearly defined and communicated mission and vision.
- A closely related challenge in leadership is maintaining high standards in ‘getting the right people on the bus’ when, again, you are completely reliant on volunteers to staff all of the ministry, programs and work that you are trying to do. A key lesson here might be that it might be better to not do something than to do it poorly.
- The value of a highly motivated and skilled volunteer that has ‘caught’ the vision cannot be overstated – in fact getting these people ‘on the bus’ is likely the key to becoming ‘great’…. but the inverse is also true, moving forward with programs led by those that don’t have an understanding of the vision and aren’t committed might do irreparable harm.
- The confluence of the ‘Hedgehog Concept’ and the ‘Buechner quote’ – Collins parsing of the Hedgehog concept for the social sectors: 3 circles of passion, what were best at and the resource engine (comprised of time, money and brand) is a different way of thinking about and getting at a Frederick Buechner quote that has been very popular as a way of defining our Christian calling: ‘The place God calls you to is the place where your deep gladness and the world’s deep hunger meet.’
- The Flywheel Concept – as I read about it and tried to connect it to a church context – made some sense to me as a way to think about the role that momentum, ‘groupthink’ and momentum play in the often incredibly rapid growth of some churches – and how megachurches seem to just grow and grow.
Beyond all of these great insights, however, there was one thing that kept gnawing at me. Collins work assumes that the people reading his research want to move from good to great. I think this is a fair assumption of those reading his work – why else would they be reading it, right?
I think it is also a fairly safe assumption that most of those involved in companies have a vested interest in being a valued part of a successful transition from good to great as well – even if it is only out of self interest, wanting to ensure continued employment, etc.
When it comes to the church, however, I think the question of whether most church members want to move from ‘good to great’ or to put another way, do they want any change at all, is very much an open question. In a job, there are clear expectations and responsibilities and if you don’t do your job you might not keep it – or you might contribute to the demise of the company. But in a church it doesn’t (usually) work that way.
To begin with, the motivations for involvement are often very different. We go to work well aware that we have responsibilities and things we have to contribute. Often, we come to church not to contribute, but when we need something (baptism, wedding, funeral, confirmation, support, etc)…. This is all good and an important part of what the church is and should be. At the same time, it often means that we find in our churches a place of comfort and familiarity – and as such aren’t necessarily interested in having the church change or grow, even if that change if from good to Great.
Finally, for some of us, one of the biggest barriers to embracing the vision to move from Good to Great is fear: fear of failure, of inadequacy, of not being enough, etc. This is where all of Collins research, as wonderful and thorough as it is falls woefully short. Because the good news for those of us that trust in Jesus Christ is that it is, ultimately not about us – but about God’s Holy Spirit in and through us.
About the Author
Chip Stapleton
Follower of Jesus Christ. Husband to Traci. Dad to Charlie, Jack, Ian and Henry. Preacher of Sermons, eater of ice cream, supporter of Arsenal. I love to talk about what God is doing in the world & in and through us & create space and opportunity for others to use their gifts to serve God and God's people.11 responses to “Good to good enough?”
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Chip, you have so many wonderful insights in this post I don’t know where to start.
Here are a couple that I really appreciated:
1. While business principles might be a help they can be a cop-out. One major difference that you pointed out – money is the input AND output for a business, but not for a ministry.
2. Making the leap to greatness is an inherently dynamic process. As Christians we know we are not perfect and are always working on it.
3. Fear as a barrier. You really hit home for me with this one.
Yes, it is about Jesus and not us.
Chip, you made a really good connection and insight on the point of the volunteers in the church setting. Because most come from a business setting business practices make sense to them. Then there is the assumption that because they make sense and are familiar they will work in the church. This is a side of the argument and an approach that I had not considered. The whole volunteer side of the church is a huge piece of the complex puzzle of leadership in the church. Thank you for highlighting that. Enjoyed your post.
“Because the good news for those of us that trust in Jesus Christ is that it is, ultimately not about us – but about God’s Holy Spirit in and through us.”
This is where the gospel is COUNTER-CULTURAL. I think of some of our missionary forefathers who spent years toiling without a convert.
Or the ones who spent years preparing for overseas work… only to die of malaria within their first year of service.
What about the pastor who takes a prophetic stand for truth in his church…only to get fired.
For example, look at the life of David Livingstone. Livingstone saw few converts, his wife died shortly after arrival in Africa, and he ended up doing much more exploring than he did church planting. His journals revealed that he battled depression and an array of health problems. Yet, do this day many Christians across the African continent hold him up in the highest esteem. His life and writings inspired generations of men and women to come to Africa as missionaries. Livingstone was a so-so missionary with a monumental legacy.
Our ultimate calling is to FAITHFULNESS not GREATNESS.
Yes – especially because the measure of ‘greatness’ itself, according to God is counter-cultural… and also not measured in quarterly profits or even membership roles, and sometimes over the course of generations.
Your phrase “the good news for those of us that trust in Jesus Christ is that it is, ultimately not about us – but about God’s Holy Spirit in and through us”– made me quickly think, hmmm, if “good” was sufficient enough to call what Jesus did, maybe we should be okay with it, too. To the contrary, perhaps we should rename the gospels the “great news.”
Or maybe our need to label something ‘great’ – as composed to ‘good’ is about our viewing of the world (helped along by our capitalist culture) as a zero-sum game…. Great means my ‘good’ is better than yours. Where God’s ‘Good’ is about confirmation, support and relationship – it is a completely different view and grading scale
“When it comes to the church, however, I think the question of whether most church members want to move from ‘good to great’ or to put another way, do they want any change at all, is very much an open question.”
This is a really good point, Chip. One that, I think, can be viewed through Collins’ discussion of the teacher who determined to create a pocket of greatness in his school. As pastors, we know that moving a congregation toward anything new is less like turning a cruise ship and more like herding cats. I really appreciated the story of the teacher because it made me think about ways I could have made changes in different churches where I served, even if not everyone else was on board. Maybe I couldn’t change the whole congregation, but I could possibly have made my youth group one that was strictly focused on our mission. I know hindsight is 20/20, but I sure would like to see what would happen.
Kristin,
I do think this is the best ‘way forward’ in applying Collins research and principles into church life. It is a delicate balance – and not always as simple as Collins example makes it seem.
And it is never simple in a church to tell someone that they aren’t the right fit for a position that they want to serve in – even if it is the right thing to do.
But, the idea of not worrying about the ‘big picture’ and instead focusing on being faithful with what is in front of you (your youth group example) is really, really important.
Chip, your thoughtful statements on the concerns of churches adapting business models was spot on. I really resonated with: “Third, sometimes I have seen this word be used as a thinly veiled excuse for a lack of compassion or concern when it comes to the treatment of staff or the disposition of resources.” In churches, I often find grace and humility to be key components in church leadership and have seen my dad and husband (both pastors) be the recipient of such thoughtless and inconsiderate leadership maneuvers all in the vein of keeping the “vision” or the integrity of the leadership “calling”. As if to say the calling and vision of others are irrelevant and insignificant. It appears to me, the main distinguishing piece in pastoring a church and leading a business is churches need to help everyone find a place to operate in the body and possibly be open to shifting the vision and calling of the church when differences arise. If we adopted this mentality more, we might have less church splits, and more creative churches living out their unique purpose and vision in their communities.
YES!
Your statement “We must resist the temptation because, as Collins work clearly shows, simply being ‘business-like’ isn’t necessarily a pathway to success and it is very unlikely that it is a road to greatness.”
It is a challenge for business operated minded people to work in a social service operation. Glad you brought that point out.