Work

Leadership, Work, and the Priority of Purpose

/ Justin Irving / 4 Comments
Purpose Logo, leesean, Flicker

Purpose Logo, leesean, Flicker

Purpose matters. As evidenced by the popularity of Rick Warren’s The Purpose Driven Life—a book that has sold over 30 million copies—people have an innate desire to know that their lives matter and that their lives are shaped by a sense of purpose. One CEO, Dave Dillon, expressed it this way: “All human beings want to find meaning in their lives.”

Purpose and Leaders

While purpose is a priority for all human beings engaged in all types of work, purpose holds unique importance for leaders. Why is this? Leaders have an important role to play in shaping the culture and direction of the organizations they lead. Will this culture and direction be shaped by an anemic vision of life and organizational purpose, or will it be shaped by a vital sense of purpose and mission that connects to something larger than themselves and contributes to the flourishing others?

Engaging the importance of purpose for leadership, Bill George, former CEO of Medtronic, asks the following questions: “What is your True North? Do you know what your life and leadership are all about, and when you are being true to yourself?”

Personal and Organizational Purpose

Although this begins with a personal sense of purpose for leaders, this “True North” purpose is vital at both the personal and organizational levels. Does the leader personally have a sense of purpose guiding their life? Does the leader also see a greater sense of purpose in the work organizationally? Understanding purpose at both the personal and organizational levels is vital for leaders and followers alike.

Theologically-Based Purpose

Amy Sherman provides thoughtful reflection on purpose and vocation in her book Kingdom Calling: Vocational Stewardship for the Common Good. In discussing the core of Christianity Sherman writes: “The gospel of the kingdom tells us not only what we’re saved from, but also what we’re saved for. We have purpose, we have a sacred calling, we have a God-giving vocation….”

In other words, God has made, shaped, and redeemed our lives for a purpose. The Bible reminds us that “we are his workmanship, created in Christ Jesus for good works, which God prepared beforehand, that we should walk in them” (Ephesians 2:10). Because of the gospel, our lives are not only moving away from something but our lives are to be oriented toward and for something as well.

Practically-Effective Purpose

Not only is purpose in work and leadership a theologically grounded idea, it is also practically effective and backed by a growing research base. In another post I highlighted the work I’ve been doing with the Purpose in Leadership Inventory (PLI). Along with additional leadership variables such as goal-orientation and follower-focus, the variable of purpose in leadership is showing strong statistical relationships with other important variables. Purpose in leadership—a leader’s sense of personal and organizational purpose—is significantly related to leadership effectiveness, follower job satisfaction, follower organizational commitment, and follower sense of person-organization fit.

Identifying Your Purpose

Amy Sherman argues that our vocational sweet spot is found at the center of three domains: (1) God’s priorities, (2) personal passions and gifts, and (3) the world’s needs. Understanding this vocational sweet spot goes a long way in understanding one’s purpose. Bill George makes a similar affirmation arguing that “following your passions will enable you to discover the purpose of your leadership.”

Understanding your purpose as a leader is not simply about personal fulfillment. Understanding your purpose and how this relates to the organization you serve shapes the lives of others. Leader purpose helps followers to be more satisfied in their work, have a better sense of their fit in the organization, and have increased commitment to their work and to their organization.

Taking the Next Step with Purpose

So what is your purpose? What is the “True North” that guides you in your life, work, and leadership? Whether taking to time to read a book such as Bill George’s True North, or engaging with a peer or coach who may help you better clarify your vocational sweet spot and sense of purpose, purpose needs to be a priority. Take time to prioritize reflection on purpose in your life, leadership, and work in the coming days.

Oikonomia — Work as Stewardship

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Work [Explored], by Riccardo Cuppini, Flickr

Work [Explored], by Riccardo Cuppini, Flickr

In January I attended a conference put on by the Oikonomia Network. Oikonomia is a Greek term used in the New Testament to describe the concept of stewardship and the appropriate management or administration of the resources of a household. Oikonomia is also a root word behind the English word economy, and points us to the connection between healthy economy and healthy stewardship of work in relationship with others.

The Intrinsic Value of Work

This conference for professors and theological educators is a place for those teaching or administrating in seminaries to come together and engage the priority of affirming the significance and goodness of work within our world and within our economies. Rather than work only having utilitarian benefits (i.e., just a way to bring home a pay check), there are significant theological reasons to affirm the intrinsic value of work in addition to the utilitarian value of work.

Most individuals engaged in everyday work feel the toil and struggle involved with work. Among the consequences of sin in our world is the reality of pain and toil in labor and work. But from a biblical perspective, it is important to remember that work was a part of the fabric of our world before the fall of humanity into sin.

God as Worker

In Genesis, the first description we read of God is his role as Worker and Creator:

  • “In the beginning, God created the heavens and the earth” (Genesis 1:1), and
  • “on the seventh day God finished his work that he had done, and he rested on the seventh day from all his work that he had done” (Genesis 2:2).

God not only worked in the beginning, he also continues to work:

  • “all things were created through him and for him. And he is before all things, and in him all things hold together” (Colossians 1:16-17), and
  • “he is the radiance of the glory of God and the exact imprint of his nature, and he upholds the universe by the word of his power” (Hebrews 1:3).

Workers in God’s Image

While God is described in the Bible as one who worked and continues to work, the Bible also describes humans as made in his image. Part of this image of God is our identity as those who work. A core dimension of being human is that we also create and work. And, it is important to remember that this core was a reality for humanity before the image of God in us was ever distorted by sin. Note the description of Adam’s work in the garden before the fall into sin was a reality: “The Lord God took the man and put him in the garden of Eden to work it and keep it” (Genesis 2:15).

Working with Excellence

Though work was a part of the human story before humanity’s fall into sin, sin’s presence now affects our work. What once was joyful stewardship of God’s creation now is accompanied by toil and pain. But God is in the business of redeeming what is broken. This includes the process of redeeming work.

In light of such gospel transformation, God’s people are part of the redemptive story in the area of their work as well. Through our work, we serve others within God’s household—the broader context of the world in which we live. Through our work, we both serve others and honor God. Note the New Testament call to work with excellence, as one serving the Lord directly: “Whatever you do, work heartily, as for the Lord and not for men, knowing that from the Lord you will receive the inheritance as your reward. You are serving the Lord Christ” (Col. 3:23-24).

Stewarding Our Work Well

Stewardship—oikonomia—is a helpful frame through which to consider the broader meaning of our everyday work. Certainly leadership is one context for stewardship. Leaders serving with a stewardship mindset recognize that their role is not simply about making decisions regarding their own resources, but rather making decisions that consider the needs of others and effectively stewarding the resources of the organization in a manner that considers the interests in which others are vested.

But in addition to leaders leaders, viewing our work under the leadership of God means that all workers have a stewardship responsibility. If we believe what the Bible says about God—“The earth is the Lord’s, and everything in it, the world, and all who live in it” (Psalm 24:1)—then all workers have a stewardship responsibility in their work to faithful care for and steward the resources of God’s household well.

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What are the resources that have been entrusted to you? What are the skills, talents, and abilities you’ve been given? How are you using your work as a pathway for stewarding both who you are and what you have in service of others and contributing within the wider economy within which you live and work? Work is a primary context for living as stewards. May this vision of oikonomia give you renewed energy to lead, serve, and work as stewards in God’s household—the world within which we live.

Can You Serve God in Your Work?

/ Justin Irving / 1 Comment
Faith & Work, by J. Irving, St. Patrick's in NY

Faith & Work, by Justin A. Irving, purposeinleadership.com; location: St. Patrick’s in NYC

Do you see your work as an opportunity to serve God?

Some workers—such as those in overt ministry roles (e.g., pastors, missionaries) or those in helping professions (e.g., teachers, nurses)—seem to have an easier answer to this question.

But what about other professions? How, for example, may plumbers, engineers, writers, carpenters, accountants, programmers, electricians, lawyers, and call center employees see their work as an opportunity to serve God?

Most of us devote upward of 100,000 hours of our lives to work. The significance and meaning of these hours matters. Is this 100,000-hour investment of our lives disconnected from our life of faith, or do these hours connect meaningfully with who we are as persons of faith? In what way is our work a means to living out a vocational call on our lives—a means to serving God in and through our work?

Celebrating Every Good Endeavor

I just returned from a conference hosted by the Center for Faith & Work at Redeemer Presbyterian Church in New York City. What an encouraging time to see how the people of Redeemer Presbyterian are guiding their congregation and city in reflection on innovation and meaningful faith-work integration.

For those new to this conversation, Tim Keller and Katherine Leary Alsdorf, both of Redeemer Presbyterian, have written a helpful book on the topic of faith and work entitled Every Good Endeavor: Connecting Your Work to God’s Work.

Setting the stage for their discussion in Every Good Endeavor, Tim and Katherine propose a diverse set of convictions and pose the question of whether these convictions are opposed to one another or complementary. They note:

The way to serve God at work is to…

  • Further social justice in the world
  • Be personally honest and evangelize your colleagues
  • Do skillful, excellent work
  • Create beauty
  • Work from a Christian motivation to glorify God, seeking to engage and influence culture to that end
  • Work with a grateful, joyful, gospel-changed heart through all the ups and downs
  • Do whatever gives you the greatest joy and passion
  • Make as much money as you can, so that you can be as generous as you can

Engaging this list, Keller and Leary Alsdorf note that it is problematic if we add the word “main” to any of the above statements (e.g., “The main way to serve God at work is to…”). Each of these serve as a way serve God through our work rather than representing the way to serve God in our work. They additionally emphasize that depending on one’s particular vocational path, cultural context, and historical moment, the way we live these convictions out will look different.

A Means for Joyful Exploration

In light of such observations, connecting our work to God’s work becomes a means for joyful exploration rather than burdensome obligation. Our work does matter to God. Our work is a means to serve God. The opportunity in front of us is to explore how our particular role is an opportunity to serve God in and through our work.

Toward this end, I find that the above list is a helpful prompt.

In what ways is my work an opportunity to …

  • …. further social justice
  • … be honest
  • … share the gospel
  • … work with excellence
  • … create beauty
  • … glorify God
  • … work with gratitude and joy
  • … be generous?

How will you serve God through your work? How will you invest the 100,000-hour opportunity in your life?

Where to Look for Better Performance in Your Work

/ Justin Irving / Leave a comment
"Here's looking at you, kid" - Jaskirat Singh Bawa, Flickr

Photo Credit: “Here’s looking at you, kid” – Jaskirat Singh Bawa, Flickr

I read about a unique and interesting study recently. The primary aim of the study was examining the impact of various combinations of employees and customers seeing or not seeing each other while work is performed and how these combinations affect customer satisfaction with the product provided.

An Eye on Cooks and Diners

Researchers Ryan Buell and Tami Kim set up scenarios in a live cafeteria environment:

  • Scenario One: Cooks and diners not in view of one another
  • Scenario Two: Diners only could view cooks
  • Scenario Three: Cooks only could view diners
  • Scenario Four: Diners and cooks both in view of one another

In each of these scenarios, diners would rate the quality of the food. The key finding in this study was that cooks who could view diners while preparing their customer’s food had the highest food quality ratings.

The Extra Ingredient in the Recipe of Work

Of this finding, Buell notes:

“We’ve learned that seeing the customer can make employees feel more appreciated, more satisfied with their jobs, and more willing to exert effort. It’s important to note that it wasn’t just the perception of quality that improved—the food objectively got better.”

Though not difficult to understand, this is a powerful finding from a unique study.

Who Are You Serving through Your Work

Most readers likely will not identify with the specifics of the cook-diner relationship. But all of us can think about the people we serve through our work, whether we are paid or not. Who are the customers, students, members, friends, family, and colleagues who benefit from our work?

The takeaway is the importance of focusing on these people while we work. And, if at all possible, to create an environment where we can regularly see those we serve through our work.

Keeping Your Eye on Your Customer

If you care about adding value to the lives of your customers—those you serve—find ways to keep these people in mind and in view while you do your work. Buell and Kim’s research suggests that you will perform best and provide the best products and services when you do.

Keep your eyes on the people you serve!

Groups vs. Teams: What’s the Difference?

/ Justin Irving / 15 Comments
Working Together Teamwork Puzzle Concept, Scott Maxwell, Flickr

Photo Credit: Working Together Teamwork Puzzle Concept, by Scott Maxwell, Flickr

“A group becomes a team when each member is sure enough of himself
and his contribution to praise the skills of the others.”
– Norman Shidle

Most people participate in some form of a team or group on a regular basis. This happens through recreation in the realm of sports and clubs. This happens on the job as people come together to get things done within organizations.

Although you likely have been part of both groups and teams in the past, do you understand the difference? What are the key distinctions between a group and a team?

Defining Teams

Larson and LaFasto describe three basic characteristics of teams.

  1. Two or more people
  2. Specific performance objective or recognizable goal to be attained
  3. Coordination of activity among the members of the team is required for attainment of the team goal or objective

Independent or Coordinated Effort

Larson and LaFasto’s third point is the key to answering our question.

  • Groups organize around individuals bringing together independent work in light of individual goals.
  • Teams organize around individuals bringing together coordinated work in light of collective goals.

Contrasting Groups and Teams

Groups

Teams

Independent Work

Individual Goals

Individual Accountability

Individual Evaluation

 Coordinated Work

Collective Goals

Mutual Accountability

Collective Evaluation

Valuing Both

I highly value teaming done well. However, there is a time and place for both groups and teams.

Groups are generally more helpful for quickly and efficiently getting things done in the context of a temporary working relationship. When individual and independent work can be brought together to advance the individual goals of multiple parties, then a group is an efficient way to work together. Many of the group projects and assignments I’ve completed over the years of my schooling fit into this group model.

Teams are generally more helpful for taking on bigger projects over a longer period of time. When the outcome requires coordinated work being brought together to advance collective goals that will be collectively evaluated, then a team is the most effective way to work together. Although teaming done well tends to take more time than working as a group, this extra time investment pays off in the quality of the team’s performance.

Speed or Quality

  • Groups are best when the stakes are lower and speed is the key.
  • Teams are best when the stakes are high and quality is more important than speed.

“If you want to go fast, go alone. If you want to go far, go together.”

– African proverb

This African proverb sums it up well. Though most of us want to go fast AND far, usually we have to prioritize one over the other. Groups help us go fast. Teams help us go far.

Enjoy the journey of working with others. I’d love to hear your experience of working with groups and teams!

Don’t Confuse Motion with Progress

/ Justin Irving / 2 Comments

photo

One of the favorite lessons I’ve picked up studying leadership and management from the thinking of Peter Drucker is this:

Don’t Confuse Motion with Progress!

While not necessarily a direct quote from him (at least I don’t know where it is), I picked this particular lesson up from a documentary on his life. Those close with him reported that he often challenging their practice around these themes:

Don’t Confuse Motion with Progress…. Are you being busy, but not productive?

This “Druckerian” insight holds a place in my office physically, and a place in my thinking frequently. In our lives and work it is easy to stay busy. In my American context, life is full, busy, and constantly in motion. If motion is the measure that matters, then things are great here!

More than Motion

But motion really is not what matters most in the flow and practice of leadership.

Organizations do not simply need leaders who look busy. Organizations do not need leaders who are simply constantly in motion. In contrast to this, organizations need leaders that help their communities make progress toward vital organizational goals. Organizations need leaders who are being productive, making progress, and are advancing what matters most to the community they serve.

These are simple questions, but ones that brings significant focus to my life and leadership.

  • “Am I confusing motion with progress?”
  • “Am I being busy, but not being productive?”

Our communities do not ultimately need busy executives. Our communities need leaders who are are guiding our organizations and making progress toward goals that matter. I encourage you to join me in applying this Druckerian wisdom in your day-to-day work, life, and leadership. Don’t confuse motion with progress!