Good to Great
Jim Collins, the author, of Good to Great and the Social Sectors: Why Business Thinking is Not The Answer, eloquently articulates why some companies become great and others do not. He details timeless principles usefully in any ministry context.
Collins begins by pointing out what distinguishes good from great companies. He says that having a great discipline is not enough, but engaging disciplined thought and taking disciplined action are also necessary. It is so true that failures in leadership are often occur when great discipline does not translate into action. Also lack of clear vigorous thinking on mission and vision results in disillusion and failure to achieve the goals. We cannot assess our performance if we do not have a measuring principle in place. At the same time, it seems challenging to develop the culture of discipline if the system in place is corrupt and it has no map for where it is going.
In addition, I found helpful the critical distinction Collins makes between inputs and outputs. Collins states, “ The confusion between inputs and outputs stems from one of the primary differences between business and the social sectors. In business, money is both an input (a resource for achieving greatness) and an output (a measure of greatness). In the social sectors, money is only an input, and not a measure of greatness” (p.5). When I think about churches in my community, I note that often greatness is measured based on their financial income, membership, popular programs, and charismatic ministers. Perhaps these can be considered to track the growth of the church, but they cannot be used as the only measurement of greatness. While the inputs and output for measuring greatness is different in every church culture, I think it is pivotal in every church context to view greatness not solely based on the Sunday attendance or offering, but perhaps instead on the of equipping leaders who would actively engaged in discipleship making. How do we measure discipleship? This resonate with Collins question, “ what if our inputs are inherently not measurable?” Then he replies,” The basic idea is still the same: separate inputs from outputs, and hold yourself accountable for progress in outputs, even if those outputs defy measurement ” (p.5).
Another great insight from Collins is the idea of getting the right people in the bus. In my experience, there were times where we just could not find the right people who understand our ministry’s vision, partly because there are not enough Christian experts in the church. So, we often just get anyone in the bus and train them our ministry mission and coach them along the way. Sometimes it works but sometime it does not. As Collins said, I too find it difficult to get wrong people off the bus, not only because of our failure to find the right people, but also sometimes it is hard to know people until we see them at work.
Collins’ another key discussion is the level 5 leaders, as a key figure for company’s greatness. Collins argues that level 5 leaders as ambitious “first and foremost for the cause, the movement the mission, the work—not themselves—and they have the will to do whatever it takes (whatever it takes) to make good on that ambition” (11). It is very hard to find leaders who are not self-centered. Even some good leaders tend to be the center of focus and like to exercise power from top down. They build an organization in a way that does not sustain when they step down from their leadership. Sadly this is evident among church leaders and pastors in my community who want to be seen as the reason for the churches’ existence. This is what we learn from Jesus who told his disciple, “very truly I tell you, whoever believes in me will do the works I have been doing, and they will do even greater things than these, because I am going to the Father” (John 14:12). Therefore, as leaders in ministry we need to remember that the work we do is not about us but it should be about God’s kingdom. Just like level 5 leaders, “[we] should be motivated first and always for the greatness of [our] work, not [ourselves] (p.11).
About the Author
Telile Fikru Badecha
3 responses to “Good to Great”
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Telile,
Thanks for your post. I again appreciate your shedding light again on the situation in your culture.
Why is it that often makes leaders become self-centered and numbers-driven? I have seen this time and time again. I used to go to pastors’ conferences and it was very common to hear a pastor talk about how big his church was or about how much it had grown after he has taken command. I was always saddened by this. The pastors should have known better, but they let their insecurities run their lives. I have a theory that those who think they hear God are in reality only hearing themselves but don’t have the discernment or intelligence to know whom they are really hearing. Therefore, I am never impressed when someone (especially a pastor) says, “God told me…” If God were speaking, then the person would not be bringing attention to himself. If fact, it would be better to say nothing and just live your life. I also think that people who follow leaders who are not humble are just as foolish as the leaders themselves. I hope I don’t sound too negative, but that is what I believe.
Hold yourself accountable for outputs even if those outputs defy measurement.
Yes!
Half of what we can measure isn’t worth measuring. It’s essentially meaningless. It wastes our time.
I just read a fabulous article on a Ph.D. Harvard grad in education who debunked all of the standardized testing measures. He didn’t debunk it by showing that it didn’t measure what it said it did. Instead, he showed the tests did measure what they said they did, but people were both misinterpreting the measures and the measures in and of themselves were largely inconsequential/irrelevant. Large, vested interests worked to blackball the guy, but he showcased Collins point. Just because you can measure something doesn’t mean its worth measuring. I wish more of our business world would get this message, but I think there is too much self-worth and face involved for them to show that the the emperor really has no clothes.
Telile, Thank you for your post. You wrote, “When I think about churches in my community, I note that often greatness is measured based on their financial income, membership, popular programs, and charismatic ministers. Perhaps these can be considered to track the growth of the church, but they cannot be used as the only measurement of greatness.” How do you think one might change this mindset? Is bigger “great” or just “good?” I wonder if because there is so much of it people make the assumption that it is “great”.
See you soon!