Thursday, 29 July 2010

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The Sacrament Of Failure

On Friday, I was interviewed in Dallas on the Daystar Television Network about my new book “Branding Faith.” One of the questions host Marcus Lamb asked me was about failure. As we attempt to be original and innovative in trying to communicate our message to the culture, what happens if we fail? Is it OK? I responded with a resounding “Yes.” In fact, I told him what I teach our staff at Cooke Pictures. I tell them to “fail big.” I want my team to fail because they dreamed big, stretched too far, over-reached, or tried something new. I don’t want them to fail because of something they knew better, or because they weren’t paying attention, or because of arrogance. I want them to fail because they’re trying something no one has tried before.

I’m reminded of the scripture: "A wide door for effective work has opened," the Apostle Paul wrote to the church at Corinth, "and there are many adversaries" (I Cor. 16:19). The potential for failure is certainly one of those adversaries. But I believe, as I read from Leonard Sweet, that because Jesus “…expects us to fail, and has provided us with a sacrament of failure, we can shake off the shackles that fetter us to success and be free to fail without guilt, without embarrassment, without timidity. In the words of John Narrone, a theology which takes failure seriously "does not encourage fatalism, passivity, indifference to the world; rather it affirms that the man who cannot freely lay down his life is one whose ideals and values are already compromised. The man who cannot accept the possibility of complete, radical, personal failure in the carrying out of this Christian mission is not sharing that absolute poverty of spirit which characterized the freedom of Jesus to accept the divinely appointed means for his mission."

I read recently on Beth Quick’s blog that: 75% of churches are dying or declining. 25% are growing – but 24% are growing from the alumni association of the 75%! It’s the “Walmartization” of American Christianity. 1% of churches, 3,300, maybe less than 2,000 even that are really growing. The 1% church.

That seems a small number from what I see out there. But the point is, are you reaching or recycling?

If we’re going to change that drift in the church, we’d better be prepared to try new things and be willing to fail in the attempt.

Again – Leonard Sweet: “Lacking the nerve of failure, we have suffered a failure of nerve - to dare to dream dreams, venture visions, and risk getting splinters that come from cutting against the grain.”

"Quote"

"Simply because in a world that is bewildering in terms of competitive clamor, in which rational choice has become almost impossible, brands represent clarity, reassurance, consistency, status, membership - everything that enables human beings to help define themselves. Brands represent identity."

Wally Olins, "On Brand"

Leading In The Digital Media World

Here are some thoughts worth considering on how to lead an organization or team in the new digital media world. The most important aspect of the digital world is that’s not top-down. Traditional media is top-down – meaning, one program is sent out through radio or TV and if you miss it, it’s over. It’s a one way street. But digital media is about two way communication. The key concept to remember is that the digital media world is about personalization, and it’s interactive. Today we can download or TIVO programs when we want it, where we want it, and how we want it. It’s multi-directional. Leadership has to make that same transition.

So stop thinking “pyramid” and start thinking “bicycle wheel.” Hub and spoke. A great leader in the digital world understands how to develop a team and bring the best things out of that team. We still need leaders to decide which hill to take, but once that decision is made, let your team work out the approach, process, and details.

Today, leadership is more about finding the best talent, and then coaching and guiding. It’s about creating an atmosphere where great minds can do wonderful things.

What does that take?

1) A commitment to finding the best people. Don’t confuse loyalty with expertise. Your brother-in-law is probably very loyal, but not the best person for your project. Get the right people in place.

2) The office environment should be fun, and more than anything – NOT BORING. Even when doing serious tasks, make it an enjoyable place to work. Dump the cubicles if possible, or at least let employees personalize them. Encourage creativity and innovation. People don’t mind working long hours if they’re being challenged and are enjoying the process.

3) It’s better to pay a few great people well, than a bunch of mediocre people poorly. We think we’re serving the Kingdom of God when we hire a bunch of people at minimum wage. But how does mediocre work help the Kingdom? Cut your staff in half, but hire great people. Then as much as you can, pay them what their worth. A handful of talented people will do far more than a lot of untalented ones.

4) Encourage them to fail big. Mistakes lead to accomplishment, so don’t be upset when people fail. They shouldn’t fail because of stupid reasons of course – lack of preparation, laziness, or not paying attention. They should fail because they’re reaching too far, dreaming too big, and stretching the possibilities.

5) Reward the achievers. Toss out the idea of being fair across the board. Reward the people who drive the train. Better salaries, bonuses, time off, Starbucks cards – whatever. Little gifts and benefits matter. Just don’t think for a minute that you should treat everyone the same. That’s the quickest way to lose your most talented people.

6) Most important - Culture is more important than vision.
Vision is great, but most organizations have a great vision, but have created a poisonous culture that destroys innovation. Without a thriving, innovative culture, your vision will never happen. On the other hand – even without a vision – a creative, growing, inventive culture will accomplish something significant.