3 Reminders that Get People Moving

by: Steve Finkill

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How do human beings make decisions?
What is it that causes us to move from a prospective buyer to a loyal customer?

Is it understanding certain features and benefits? Maybe.
Is it price? That certainly plays into it.

What many people don’t realize is that the decision-making part of the brain is the emotional part of the brain. While some people certainly process more logically than others, the final buying decision is much more closely tied to emotion than anything else.

“I read through the brochure and it just felt like the right fit.”
“I looked at their website and knew in my gut that they were the right company for us.”

Those are the kinds of things we say when we’ve made a decision … because our final decision is based on “feeling good” about something. The question is, what does it takes to get your buyers to the point where they are “feeling good”?

If we understand this, then our marketing messages should both begin and end with more emotive language. The features and benefits descriptions still need to be included, but they should come in the middle, not at the end.

When we’re ready to make the call to action, we need to appeal to the emotional part of the brain. Here are 3 things to keep in mind when writing your call to action.

1. Be clear.
   No one feels good about a fuzzy decision. So make your ask direct and clear.
2. Be concise.
   The call to action, the final ask, can’t be long and drawn out. “Buy Now!” “Get Started!” “Learn More.”
3. Use emotional language if possible.
   The lead-up to the call to action needs to address any fears and invite the audience to get moving … and that means emotion. This is why scarcity (“Only 3 more left!”) and urgency (“Sign Up Today!”) can work effectively if used well. They’re tapping into the emotional side of the brain.

Features and benefits are important. Getting people the right information matters. But ultimately, the thing that will move people into action is an emotion.

> Read more from Steve and the ID Digital Team here.

Tags: Communication, Decision making, Emotion, ID Digital, Steve Finkill

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8 Strategic Decisions that Serve Your Mission

by: James Emery White

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At the church I pastor, Mecklenburg Community Church (Meck), our mission is clear: to help spiritual explorers become fully devoted followers of Christ. In our culture, we’ve observed that the “nones” – those with no religious affiliation – are on the rise and, as a direct result of this, Generation Z is proving to be the first truly post-Christian generation.

In order for Meck to be effective at not only reaching the unchurched, but unchurched nones and (specifically) Generation Z, we realized that we had to make some decisions. Eight decisions, to be precise, that have proven to be strategic in serving our mission.

1. Rethinking Evangelism

It is time to rethink evangelism, and that begins with capturing a new understanding of evangelism; one that sees evangelism as both a process and an event. When someone comes to saving faith in Christ, there is both an adoption process and an actual decision event. In light of today’s realities, there must be fresh attention paid to the process that leads people to the event of salvation. The goal is not simply knowing how to articulate the means of coming to Christ, but how to facilitate and enable the person to progress from a point of having no relationship with Christ to one where they are even able to consider accepting Christ in a responsible fashion.

2. Adopting an Acts 17 Model

In Acts 2, we find Peter speaking to the God-fearing Jews of Jerusalem. His sermon wasn’t even the length of a good blog, yet 3,000 repented because they had a good, foundational knowledge of the Scriptures.

Move forward to Acts 17, with Paul on Mars Hill speaking to the philosophers and spiritual seekers of Athens. Here was a spiritual marketplace where truth was relative, worldviews and gods littered the landscape, and the average person wouldn’t know the difference between Isaac and an iPad. Sound familiar? Paul couldn’t take an Acts 2 approach here, much less give an Acts 2 message. He had to find a new way to connect with the culture and the people in it. He had to go all the way back to the beginning of creation and work his way forward.

This is precisely where we find ourselves today. Which means our primary cultural currency needs to be explanation.

3. Being Cultural Missionaries

I think we all know what a good missionary would do if dropped into the darkest recesses of the Amazon basin to reach an unreached people group. They would learn the language, try to understand the customs and rituals, and work to translate the Scriptures – particularly the message of the Gospel – into the indigenous language. When it comes to worship, they would incorporate the musical styles and instruments of the people. They might even attempt to dress more like them. In short, they would try to build every cultural bridge they could into the world of that unreached people group in order to bring Christ to bear.

Why is it that what would be so natural, so obvious, so clear to do in that missiological setting is so resisted in the West?

In being cultural missionaries, we must be laser sharp in our focus, which means pulling out all the stops to reach the unchurched in our city.

4. Skewing Young

One of the natural flows of the church is that left to itself, the church will grow old. It will age. And that means, by default, you will not reach the coming generations. So while the goal is not to simply be a church for young people, neither is the goal to be a church for old people – a church that will have one generational cycle before closing its doors. This means the leadership of the church must invest a disproportionate amount of energy and intentionality in order to maintain a vibrant population of young adults.

At Meck, we’ve used three simple strategies to accomplish this goal: 1) To attract young people, you have to hire young people; 2) To attract young people, you have to platform young people; and, 3) To attract young people, you have to acknowledge young people.

Bottom line? Sometimes bridging a cultural divide is as simple as who you hire, who you put on stage, and who you acknowledge.

5. Targeting Men

At Meck we unashamedly target men in our outreach, in our messages, in our… well, almost everything. We have become convinced through years of experience that if you get the man, you get everyone else within his orbit – specifically, his wife and his children.

What does it mean to target men? It means you think about male sensibilities in terms of music and message, vocabulary and style. One of the most frequent things we hear from women is: “My husband loves this church. I could never get him to church before. But now he comes here even when I don’t!” And she will go where he wants to go. Get him, you get her. Get him and her, you get the family. It’s as simple as that.

6. Prioritizing Children’s Ministry

At Meck, we prioritize children’s ministry above every other ministry. Why? Because it is the most important ministry for the mission of the church. Too many churches treat children’s ministry as a necessary evil. It’s often severely underfunded, understaffed and underappreciated. Wake up. Children are the heart of your growth engine. And if an unchurched person ever was to come to your church uninvited, it would probably be for the sake of their kids. And if they come because they were invited, what you do with their children will be a deal breaker. If you want to reach Generation Z, realize that many of them are in your children’s ministry right now or will only be reached if they choose to enter it. Make sure that when they do, it is an experience that will have them begging to come back.

7. Cultivating a Culture of Invitation

At Meck, a culture of invitation is both cultivated and celebrated. That’s what we do and what we’re after. We talk about inviting our friends and family all the time. We create tools to put in the hands of people to use to invite their friends all the time. We celebrate and honor people who invite people all the time.

Such tools can be something as simple as pens with the name of our church and our website to hand to someone needing a pen, or empty pizza boxes with a card inside inviting them to Meck and a voucher for a free pizza – no strings attached – to bring to someone when you see a moving truck. For special times in the life of the church, like Easter and Christmas, we design tools to be fun – fun to give and fun to receive. People use these things all the time to reach out to their unchurched family, friends, neighbors and anyone else they interact with in their orbit.

8. Discipling Your Mission

I cannot begin to express how important it is to “disciple your mission.” I’ve never heard that phrase, so let me coin it. To “disciple your mission” means that you develop your discipleship, first and foremost, around who it is you are trying to reach. We are trying to reach the unchurched, and even more than that, the nones, in view of the pressing challenge of the rise of Generation Z. So our discipleship is going to be two-fold: serve the needs of our existing believers for missional engagement, and disciple the newly converted on the most foundational aspects of Christian life and thought.

So where does discipleship find its home at Meck? It’s not in the weekend service and it’s not even through small groups. We created the Meck Institute, a community-college approach to discipleship that offers classes, seminars, experiences and events designed wholly for spiritual growth and formation. They are offered on all days of the week at a variety of times, and we also have online classes.

So those are our eight strategic decisions. But here’s the secret sauce – the ingredient behind all of those decisions.

We really are on mission.

We really are turned outward. We really are after the unchurched. Really.

Our mission is one of the most important values that we hold as a church and one that shapes everything we do. What is killing the church today is having the mission focused on keeping Christians within the church happy, well fed, and growing. Discipleship is continually pitted against evangelism and championed as the endgame for the church.

The mission cannot be about us…

… it must be about those who have not crossed the line of faith.

> Read more from James Emery White

Contact an Auxano Navigator to learn how strategy can serve your mission.

Tags: Decision making, James Emery White, Strategy

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4 Critical Questions to Make Great Decisions

by: Dan Reiland

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Decision-making is an essential skill for effective leadership. It’s non-negotiable for making progress in a healthy organization.

• Insecurities can cause you to procrastinate in making a decision.
• Fear can prevent you from making a decision at all.

No leader wants to make a wrong decision, but you can’t avoid risks. You will make mistakes. The goal is to make many more good decisions than bad ones.

The encouraging news is that decision-making is a skill, you can practice and get better at it.

There are two key factors in decision-making.

1. Accuracy: making the right decision at the right time.
2. Speed: making the decision as quickly as reasonably possible.

The first factor involves making the best decision. There will be several potentially good choices, and your job as a leader is to make the best choice at the right time.

The second factor is about making the decision as quickly as prudence will allow. You can’t rush the process, but it’s far more common to go too slow than too fast. In fact, it’s not uncommon that a leader knows the right decision but just won’t pull the trigger.

What prevents making the decision?

Two primary components:

• The objective component — insufficient information.
• The subjective component — lacking in wisdom.

Insufficient information and a lack of wisdom result in a lack of confidence.

In question form, they look like this:

1. Are you not making the decision because you need more information?
2. Are you not making the decision because you are not sure what to do?

There is a significant difference between needing additional information and having all the information you need, but you still don’t know what to do.

Gathering relevant information is a finite process and can be done with relative speed. It is not necessary to accumulate infinite amounts of data to make a good decision.

Wisdom is different, it’s more subjective, but it’s not elusive. You can have all the information, but still be unsure or unwilling to make the decision. However, when you include your best advisors in thought and prayer, you can gain the wisdom you need.

Then it’s about courage. Make the decision.

It’s fear and or insecurity that shuts decision-making down at this point in the process.

When you know you have all the information you need, and your wise counsel gives a green light, make the decision and act!

I know it’s still not easy to make a tough decision. So, let me offer four good questions that are helpful in the decision-making process.

4 helpful questions:

Does it matter?

I can’t tell you how much time I’ve wasted on deciding whether a training meeting should be on Saturday morning or Monday night. You could probably give an example or two of things you have deliberated on that were just not that important.

And remember, if you decide and no one gets upset, you just made a decision that doesn’t matter.

What are the risks?

Is the risk worth the reward?

Write down the risks you see in play. Are there other alternatives to lessen the risk that still provide the results you want? If not, are you willing to take the risk, yes or no?

Any important decision you make has a risk factor. As I’ve said, risk is inescapable.

Evaluating the risk also requires the incredibly important factor of writing down the potential results of not taking the risk. Avoiding the risk may seem safer at the moment, but in the long run, it can be disastrous for the church.

Do you know all that can be known?

• Have you done all your homework?
• Is the research complete?
• What is left that you need to know?
• Can you get this information on your own or do you need help?
• Do you need to hire a consultant to help you accurately gather all the information you need?

When you know you have enough information, make a mental declaration, or a public one to your key leaders that “We have all the info we need.”

“It’s time to decide, so team, do we have a sense of the right decision? Do we have the wisdom we need?”

Again, like information, if you don’t have the wisdom, get it from other sources. God does not lack in wisdom; it is available if you ask.

Does the decision require soak time?

There are a few decisions that even when you have all the information and wisdom, you still need some time to let it marinade.

My practical advice is that you usually don’t need long to decide. Sometimes a few days, maybe a few weeks, on very rare occasions a few months.

Take the time you need to soak and pray. Make sure you know God’s mind, but your decision is not a mystery to God, and if it’s about His work, He’s not likely to withhold from you.

If it’s an issue of timing, you can still make the decision and put a date on when you activate the decision.

Ultimately, following the practical guidance in this post will help you not only make decisions, but make better decisions, and increase your confidence for future decisions.

> Read more from Dan.

Tags: Dan Reiland, Decision making

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How Can I Lead My Team to Believe “Less is More” in a “More is More” World?

by: VRcurator

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Every day, ministry leaders spend too much time, managing too much church “stuff,” for too little life-change. It is safe to say that the church in North America is over-programming her calendar and under-discipling her people.

Behind this reality is a stark irony: The effectiveness of our gospel work is limited, not by a lack of ministry effort but by an excess of ministry action.

The gospel-centered, transformational impact of your church sits as a malnourished beggar beside an every-growing buffet of church ministry programs.

We get too little discipleship precisely because we have too much church stuff

Church stuff is the whole of the ministry activities that make up your church calendar. Programming that ranges from weekly worship and groups, to monthly programming or quarterly training opportunities.

Church Stuff = Any event service, meeting, class, or group that your church offers this year.

It’s time to make better decisions.

THE QUICK SUMMARY – Simple Rules, by Donald Sull and Kathleen Eisenhardt

Complexity surrounds us. We have too much email, juggle multiple remotes, and hack through thickets of regulations from phone contracts to health plans. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way. By developing a few simple yet effective rules, people can best even the most complex problems.

In Simple Rules, Sull and Eisenhardt masterfully challenge how we think about complexity and offer a new lens on how to cope. They take us on a surprising tour of what simple rules are, where they come from, and why they work. The authors illustrate the six kinds of rules that really matter – for helping artists find creativity and the Federal Reserve set interest rates, for keeping birds on track and Zipcar members organized, and for how insomniacs can sleep and mountain climbers stay safe.

Whether you’re struggling with information overload, pursuing opportunities with limited resources, or just trying to change your bad habits, Simple Rules provides powerful insight into how and why simplicity tames complexity.

A SIMPLE SOLUTION

How often do you attempt to address complex problems with complex solutions? An extreme example that must of us are familiar with is the operations of governments – local, state, or federal. It seems that in every case, governments both create and attempt to solve complexity by creating regulations to cover every imaginable scenario.

In reality, trying to “solve” complex situations with more complexity almost always creates more confusion than it resolves. Again, a governmental example comes to mind: the U.S. income tax law. Every April taxpayers struggle to understand the new regulations that have been enacted since the previous year. In the meantime, the bureaucracy grows larger while the “answers” it provides are often contradictory and confusing.

While applying complicated solutions to complex problems may be an understandable approach, it is flawed. Complicated solutions quickly overwhelm people.

What if, instead of looking to complicated solutions for complex problems, we turned to simple rules?

Simple rules are shortcut strategies that save time and effort by focusing our attention and simplifying the way we process information.

Simple rules work because they do three things very well:

• They confer the flexibility to pursue new opportunities while maintaining some consistency.
• They produce better decisions.
• They allow members of a community to synchronize their activities with one another on the fly.

We’ll start with boundary rules, the most basic variety of simple decision rules. Boundary rules can help you decide between two mutually exclusive alternatives. Boundary rules also help you to pick which opportunities to pursue and which to reject when faced with a large number of alternatives.

• Boundary rules narrow down the alternatives, helping people decide which opportunities to pursue in the face of an overwhelming number of choices.
• Boundary rules can also help pick the most promising opportunities when money is the binding constraint.
• Boundary rules can translate statistical findings into easy-to-use decision aids.
• Boundary rules can also translate broad policies into practical guidelines.

Boundary rules guide the choice of what to do (and not do) without requiring a lot of time, analysis, or information. Boundary rules work well for categorical choices, like those with a yes-or-no decision. These rules also come in handy when time, convenience, and cost matter. Boundary rules cover the basics of what to do.

Donald Sull and Kathleen Eisenhardt, Simple Rules

A NEXT STEP

Since we are talking about focus, again, select five to ten ideas (current or future) that you consider may have potential for ministry action.

On a chart tablet, number the ideas and write them on the top row of a matrix. Write the following concepts on the left column: money, knowledge, skills, scale, and time. These concepts will form the framework of your simple rules.

Together with your team, define how much money, the type of knowledge, the type of skills, scale (how much and how far), and the time necessary to develop each idea. Write a description of each concept in the matrix.

Add a last row at the end of the matrix and write down a realistic check-up of your own resources per idea.

Highlight in red where you lack resources, and reflect on our team whether you can find ways to acquire them, or if the idea should be shelved.

Choose the idea with the least amount of red highlights.

After completing this exercise, discuss with your team if this simple rules framework will work in your regular ministry planning. Revise any areas that need tweaking.

Distribute the simple rules framework to your team with instructions for use on future ideas.

You can make better disciples with less church activity. You and your church can see and act on the beauty of a less-is-more approach by making better decisions.

Excerpt taken from SUMS Remix 42-3, published June 2016.

Part of a weekly series on 27gen, entitled Wednesday Weekly Reader

Regular daily reading of books is an important part of my life. It even extends to my vocation, where as Vision Room Curator for Auxano I am responsible for publishing SUMS Remix, a biweekly book “summary” for church leaders. Each Wednesday I will be taking a look back at previous issues of SUMS Remix and publishing an excerpt here.

Tags: Decision making, Less is More, More is More, SUMS Remix, Simple Rules

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Good Team Spirit Doesn’t Guarantee Better Team Decsions

by: Will Mancini

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Most church teams enjoy hanging out together.  The weekly rhythm of doing church brings staff and volunteers together across a broad span of activities– the laughing and praying of our leading and meeting. While no church is perfect, many staff teams enjoy a strong bond and collegial spirit.

But good team spirit doesn’t ensure better team decisions. Did you ever reflect on the fact that healthy fellowship among church leaders by itself doesn’t lead to an effective culture of decision-making? In fact, I have discovered an opposite dynamic. Sometimes the common bond of ministry actually enables weaker decision-making practices, and as a result, poorer decisions. Ironically, a mutual respect can backfire to empower a “you do your thing and I’ll do mine” attitude of disengagement.

What’s at stake if teams don’t make better team decisions? From a long list of potential answers, four stand out:

Lost time: Poor team decision-making simply burns more time. It may be more time in the meeting itself because there were no collaboration guidelines. Perhaps it’s lost time outside of the meeting in hallway conversations because ideas weren’t fully explored or vetted.

Dissipated energy: Poor team decision-making leaves questions unanswered and half-baked solutions in the atmosphere. We don’t know exactly where we stand or what we’ve decided. The thought of revisiting an unfinished conversation itself is an unwelcome burden.

Mediocre ideas: Poor team decision-making fortifies our weakest thinking. Innovation is something we read about but never experience. We cut-n-past the ideas of others because we don’t know how to generate our own. We traffic in good ideas and miss great ones.

Competing visions: Poor team decision-making invites an unhealthy drift toward independence. No one has the conscious thought that they have a competing vision. But in reality, there are differences to each person’s picture of there future. It’s impossible for this divergence not to happen if there is no dialogue.

So, how do you start to create a dynamic of collaborative decision-making?  Try these seven practices for making better team decisions.

1. Define how the decision will be made.
There are several ways to decide something together. The same team could even use multiple decision-making methods in the same meeting, as long as the team is clear about the method being used for each decision. Here are some questions that will clarify which type of discussion you are having.

• Are we giving input to the decision maker? (executive decision)
• Will we discuss and then vote? (majority rules)
• Will we discuss until we all agree? (consensus)
• Will two people bring a solution under another leader’s authority (compromise)

Of course, there are variations to all of these. For example, in our collaborative visioning work we use the 100/80 principle: “Do 100% of us feel 80% good about the decision?” We consider that a truly collaborative decision.

How many hours of team time has been wasted trying to get consensus on something that is really an executive decision that will be made by the lead pastor? Don’t waste that time.  Let everyone know up front how the decision will be made and then begin the discussion.

2. Listen.
You might think this goes without saying, but it’s so crucial to good team dynamics. Many people—especially leaders—come into a conversation with their minds already made up. All they’re doing is waiting for everyone else to be quiet so they can say what they think.

Instead, listen to what the team is saying. Ask clarifying questions. Listen to understand, not to respond. Try your best to understand not only what each team member is saying, but their driving passions and underlying concerns and built in assumptions that they’re not voicing. You will make much better decisions as a team if you all learn to listen well.

3. Share with an appropriate level of honesty.
Every member of the team should feel free to honestly say what they think. But how many times has a discussion been derailed by what a team member defensively calls brutal honesty? If you have to preface your comment with something like, “I don’t want to hurt anyone’s feelings, but…” is usually a clue that you should rethink and reword what you were about to say.

Honesty is good. Brutal honesty is brutal. You don’t need to be brutal in order to be honest. By sharing thoughts and opinions with an appropriate level of transparency, you can will both share openly and honor your team members.

4. Say it in the room.
If you have something to say, especially if you disagree with the direction being considered, you must voice your thoughts in the room, not in the hallway afterward. This is one of the most destructive things a team can experience. It can bring division and strife, wrecking unity and blocking momentum.

If you think of something after the meeting is over, let the whole team know that you’d like to revisit the conversation. Side conversations and adjusting the decision after a team discussion devalues every person on the team. “Why did we have to sit through that whole discussion if they were just going to change it after the fact?” If you have something to say, say it in the room.

5. Ask the question, “Is there anyone else should speak into this decision that isn’t here?”
Many times there other people on the team, no matter where they sit in the organizational chart, that have experience, insight, or such a stake in the decision that their input should be included before a final decision is reached. At the very least, it’s always important to think about the people that will be directly impacted by the decision and communicate with them as much information as possible. No one likes to be blindsided. I’ve seen too many church leaders rail about the “immaturity” of a team member that could have more to do with the way decisions are communicated than it does with the maturity level of the team member in question.

6. Make a decision.
You’ve heard this before: “Not making a decision is still making a decision.” That’s true. And there are going to be times when this is the right thing to do. But at least acknowledge that you’re making a decision to table the issue or include other people in the conversation. No matter what, make a decision and be clear about it.

With our Auxano team, we use the phrase “Decide/Commit” to signal to the team that I think we’ve had enough discussion about a topic and it’s time for us to make a decision. To learn more about the different stages of a collaborative discussion, check out the Collaboration Cube. It’s a great tool to help your team collaborate more effectively.

7. Stick to the decision after the meeting.
This might sound obvious but it’s violated so often that it’s worth repeating. Once you’ve made a decision, stick with it! Changing the decision after the team has agreed on a direction basically communicates that you didn’t really need the rest of the team’s input anyway and you’re just going to do what you want to do. Guard the long-term effectiveness of your team by sticking with the decisions you make together. If you do need to change a decision, get the team back together to discuss it again first. Yes, even if that means missing the deadline or pushing back the timeline. Your team is more important.

If your team will use these seven practices, you’ll experience a dramatic synergy. What will better decisions do? You will:

• Save time. 
• Add energy. 
• Generate great ideas.
• And play on the same page with the same vision.

> Read more from Will.

Tags: Decision making, Will Mancini, team decisions, team spirit

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3 Simple Steps for Stepping Out of Your Comfort Zone

by: VRcurator

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On a recent morning text to our team, Auxano’s Founder and Team Leader Will Mancini posed the following question to be asked of church leaders:

Would you like to know more about stepping outside of your comfort zone? Connect with an Auxano Navigator and start a conversation with our team.

Tags: Comfort Zone, Decision making, Staff Development, Todd Henry

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Which Path Will You Choose When Dealing with the Future?

by: VRcurator

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According to Seth Godin, there are three paths to choose from when dealing with the future…

Accuracy, Resilience, and Denial

> Accuracy is the most rewarding way to deal with what will happen tomorrow–if you predict correctly. Accuracy rewards those that put all their bets on one possible outcome. The thing is, accuracy requires either a significant investment of time and money, or inside information (or luck, but that’s a different game entirely). Without a reason to believe that you’ve got better information than everyone else, it’s hard to see how you can be confident that this is a smart bet.

> Resilience is the best strategy for those realistic enough to admit that they can’t predict the future with more accuracy than others. Resilience isn’t a bet on one outcome, instead, it’s an investment across a range of possible outcomes, a way to ensure that regardless of what actually occurs (within the range), you’ll do fine.

> Denial, of course, is the strategy of assuming that the future will be just like today.

If you enter a winner-take-all competition against many other players, accuracy is generally the only rational play. Consider a cross-country ski race. If 500 people enter and all that matters is first place, then you and your support team have to make a very specific bet on what the weather will be like as you wax your skis. Picking a general purpose wax is the resilient strategy, but you’ll lose out to the team that’s lucky enough or smart enough to pick precisely the right wax for the eventual temperature.

Of course, and this is the huge of course, most competitions aren’t winner take all. Most endeavors we participate in offer long-term, generous entrants plenty of rewards. Playing the game is a form of winning the game. In those competitions, we win by being resilient.

Unfortunately, partly due to our fear of losing as well as our mythologizing of the winner-take-all, we often make two mistakes. The first is to overdo our focus on accuracy, on guessing right, on betting it all on the ‘right’ answer. We underappreciate just how powerful long-term resilience can be.

And the second mistake is to be so overwhelmed by all the choices and all the apparent risk that instead of choosing the powerful path of resilience, we choose not to play at all. Denial rarely pays.

Which path will you choose?

Tags: Decision making, Future, Seth Godin, Staff

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