What's Best Next

You are here: Home / Archives for 2014

Archives for 2014

20 Keys for Leading 20-Somethings on Your Team

by

This is a fantastic post by Brad Lomenick, who directed the leadership organization Catalyst for years and is author of The Catalyst Leader: 8 Essentials for Becoming a Change Maker. 

Here’s the start of his post:

Young leaders are the future. They actually are the present as well. Lots of leaders ask me how best to lead the millennial generation, basically those born after 1980. We gather thousands of leaders who fit this category on an annual basis, and most of the Catalyst staff are under the age of 30. I have the privilege to get to hang out with 20-somethings a lot, and I’ve noticed some things very particular to this generation.

I have to admit — I don’t always get this right. As a 100% Gen X’er, my tendency is to lean away from several of these points, and lead how I’ve been led over the years by Boomer and Busters. But I’m working on it….

I’ve managed several teams of those in the millennial generation, and totally agree with Brad on his list. The best news of all is that these principles are not just helpful for leading millenials; they are simply good leadership in general. Because millenials tend to get these principles more than most, they tend to be among the most enthusiastic, capable, and committed team members. That’s why I love working with millenials.

In terms of where I fit myself, I was born just a few years before 1980, so I don’t know if I’m a millennial or not. But I do know this: I don’t fit into Gen X. That puts me in some strange sort of in-between category. Perhaps there should be some category for people born right on the boundary between Gen X and millenials. Here’s the take-away on that for me: while Brad points out that sometimes his tendency can be to lean away from some of these points, my tendency can sometimes be to take a few of them too far. It can be hard to get the balance right.

Here are some of the highlights from Brad’s 20 items:

1. Give them freedom with their schedule. I’ll admit, this one is tough for me.

3. Create a family environment. Work, family and social are all intertwined, so make sure the work environment is experiential and family oriented. Everything is connected.

4. Cause is important. Tie in compassion and justice to the “normal.” Causes and opportunities to give back are important.

5. Embrace social media. It’s here to stay.

7. Lead each person uniquely. Don’t create standards or rules that apply to everyone. Customize your approach. (I’ll admit, this one is difficult too!)

10. Give them opportunities early with major responsibility. They don’t want to wait their turn. Want to make a difference now. And will find an outlet for influence and responsibility somewhere else if you don’t give it to them. Empower them early and often.

12. Partnering and collaboration are important. Not interested in drawing lines. Collaboration is the new currency, along with generosity.

13. Not about working for a personality. Not interested in laboring long hours to build a temporal kingdom for one person. But will work their guts out for a cause and vision bigger than themselves.

18. They’ve been exposed to just about everything, so the sky is the limit in their minds. Older leaders have to understand younger leaders have a much broader and global perspective, which makes wowing Millenials much more difficult.

19. Recognize their values, not just their strengths. It ain’t just about the skillz baby. Don’t use them without truly knowing them.

20. Provide a system that creates stability. Clear expectations with the freedom to succeed, and providing stability on the emotional, financial, and organizational side.

Note that these principles are in contrast to the leadership culture that has typically (though not always) been in place from generations before. That leadership philosophy tended to be authoritarian and based on some strange mindset that you should just be happy to have a job, rather than being committed to making a difference (and being given the freedom to do so).

I’m not saying that leadership mindset is what always prevailed in generations past; but millenials seem to “get” leadership and what it takes to make an impact in the world much more intuitively. That’s why knowing the keys for leading 20-somethings is not just important for its own sake; it also helps anyone (whether a millennial or not) simply understand leadership itself better.

See the full list.

Recovery is Not Slacking

by

This is a great video of Tony Schwartz speaking at the 99U conference on the importance of managing energy, not just time, in order to be productive.

We often act like our digital devices — as though we can just work constantly without letup. And those who take a break to, for example, hit an art museum or play frisbee golf in the afternoon in an attempt to renew their energy are accused of being slackers.

But renewal is not slacking; it is the key to staying mentally alert and keeping our energy up. While he doesn’t use the examples of frisbee golf and art museums, in this video Tony Schwartz (author of The Power of Full Engagement) makes a great case on how we need to understand better how to manage our energy if we are going to increase our capacity to get things done.

(HT: Asian Efficiency)

Tony Schwartz: The Myths of the Overworked Creative from 99U on Vimeo.

Interview on What's Best Next at the Resurgence

by

Joe Stengele, leadership development manager at Mars Hill Seattle, recently interviewed me on What’s Best Next. 

The interview posted today at The Resurgence, and I can say this is I think my favorite interview so far. Joe asked absolutely fantastic questions. This interview gets to the heart of the book and helps bring together in one short spot both the theological and practical messages I’m trying to convey.

Bad Advice is a Christian Art Form

by

That’s what Ed Welch says in his helpful, short article Offer Advice Carefully. And he’s absolutely right.

Why are we so bad as Christians at giving advice? I have my thoughts, but the best thing to do about it is this: stop thinking we know everything about another person’s situation, and realize that when something isn’t a matter of explicit and clear biblical commands, advice is to be offered as an interchange that respects the person’s individuality and more detailed grasp of the situation.

One mark of bad advice, Welch notes, is that it is dispensed “quickly and casually.” Here are three examples he gives that I think most of us have encountered (and been incredibly annoyed by, even though they seem “spiritual” at first; Welch shows why they are not):

  • You just need to trust God. This advice sounds biblical, but the word “just” shows that it is tossed out as a platitude. The person might already be trusting God, it sounds superior—it is bad advice.

  • You need to forgive the person. This too seems to be a biblical exhortation, but it does not have the humility to realize that there are other biblical themes about God’s compassion or his stand against injustice that might be more relevant. Better to say, “I think that we should talk about forgiving this person, but Scripture says a lot to us when we have been hurt. What do you think are God’s good words to you now?”

  • You need to tell your boss what is bothering you or take it to a superior. This is bad advice because it never took the time to listen and recognize that the person was not asking for advice, but she was hoping to have a friend with whom she could share her struggles. This advice comes from the notorious “let me fix you and move on to someone else” school of advice.

Fantastic examples. Then he adds:

My point is not that it is wrong to give advice. It is that in our haste and casual handling of Scripture, we confuse our advice with “God has said . . . .” This can be disrespectful because we’ve offered a blanket statement without much thought to the particulars involved. Or maybe the person was not even seeking advice but only someone to listen. We need to be sure we know what the person is asking for before we start talking.

Read the whole thing.

How to Set Up Your Desk The Ebook: Now Available

by

I’ve turned one of the most popular series on this blog into an ebook, which I’m releasing today. The book is How to Set Up Your Desk: A Guide to Fixing a (Surprisingly) Overlooked Productivity Problem, and it’s available for your Kindle.

I believe that being productive starts with your worldview — you need to know your purpose and why it’s important to be productive at all. But once we have that worldview in place, it is crucial to also understand and utilize the best strategies and tactics we can find and develop.

The question of how to set up our desks is an area that affects all of us consistently, yet has received almost no good treatment. The common idea seems to be “just do what works for you.” But far from creating greater freedom, this notion actually creates inefficiency and annoyance. While it is true that we each have our own personal style, it is also true that there are certain fundamental principles applicable to everyone that make for an effective desk setup. If you don’t understand these principles, you will have an annoying, less effective workspace.

In other words, it is possible to have a smooth-running, efficient desk setup that will make make your desk setup both more efficient and more enjoyable to use. And this will increase your productivity, since when we like the way we have things set up, we not only use them more efficiently but are also inclined toward more productive behaviors.

This ebook shows you how to do that with your desk. It shows you how to get it set up right — in a way that serves you and is not annoying, and is based on sound principles that make sense and that you can apply to any situation.

Here are three endorsements:

“Matt Perman has served me so well in applying a Steve Jobs-like approach to my workflow: simple, intuitive, elegant, and efficient. I’ve followed most of his advice about setting up my desk (as well as processing my email), and it works beautifully.”

—Andy Naselli, Assistant Professor of New Testament and Biblical Theology at Bethlehem College and Seminary in Minneapolis; Research Manager for D. A. Carson; Administrator of the theological journal Themelios

“Your desk is probably standing in the way of your effectiveness at work. So are your email, office supplies, and task management systems (or lack thereof). Matt Perman is the master of all of these areas. His well-researched and documented methodologies have revolutionized the effectiveness with which I live out my callings in life.”

—Matt Heerema, Pastor of Stonebrook Community Church; Director of Mere Design Agency

“Sitting here in my office, I am able to look around at a well-ordered and organized system thanks to Matt Perman. This book drastically helped me with my physical workspace, and the results have been tremendous. I will now use this book for all new staff in our department.”

—Chris Misiano, Senior Director of Campus Recreation, Liberty University

This would be a good book for readers of What’s Best Next who want to go deeper on the tactical side, but you don’t have to have read What’s Best Next to benefit from this book. It will help anyone, anywhere, who is interested in implementing, as David Allen has said, “smooth running, silent systems” for greater productivity.

 

Why Networking Events Are Useless

by

I don’t mean to be so blunt, but it’s true! Keith Ferrazzi nails this once again in Never Eat Alone. His words are especially significant given that he is one of the most connected people in the world:

I have a confession to make. I’ve never been to a so-called “networking event” in my life.

If properly organized, these get-togethers in theory could work. Most, however, are for the desperate and uninformed. The average attendees are often unemployed and too quick to pass on their resumes to anyone with a free hand — usually the hand of someone else who is unemployed looking to pass on his resume.

Imagine a congregation of people with nothing in common except joblessness. That’s not exactly a recipe for facilitating close bonds.

The problem with “networking events” is that they are typically based on the “me first” model of networking, which we’ve refuted in the previous posts. If you are networking first of all for what you can get out of people, you’ve blown it. That’s not networking — that’s schmoozing.

Real networkings is first about the value you can bring to others. Certainly, your own needs do matter, and it is right and legitimate to seek help from your network (in fact, it is essential and, when understood rightly, actually another way of helping). The problem is when your own needs become your first priority, when networking is abstracted from mutual interest, and when networking is abstracted from what you have to offer without thought of return.

That’s what’s wrong with most networking events. They are artificial and canned. But when you are interested first in other people for their own sake, then you don’t need networking events. You will naturally encounter people at places of common interest, such as conferences and events, which are the best places to “network” (= meet people!) in the right way.

Should You Make a Rigid Distinction Between Your Personal and Professional Life?

by

The answer is no. That’s maybe how things were done in the 1950s, but it’s not how things work in the new economy. Thankfully.

Keith Ferrazzi once again nails this in Never Eat Alone:

Contrary to popular business wisdom, I don’t believe there has to be a rigid line between our private and public lives.

Old-school business views the expression of emotions and compassion as vulnerability; today’s new businesspeople see such attributes as the glue that binds us. When our relationships are stronger, our businesses and careers are more successful.

Elsewhere he adds:

Real connecting insists that you bring the same values to every relationship. As a result, I no longer needed to make a distinction between my career happiness and my life happiness — they were both pieces of me. …

You can’t feel in love with your life if you hate your work; and, more times than not, people don’t love their work because they work with people they don’t like. Connecting with others doubles and triples your opportunities to meet with people that can lead to a new and exciting job.

I think the problem in today’s world isn’t that we have too many people in our lives, it’s that we don’t have enough.

The Real Meaning of Networking

by

A few years ago a friend of mine mentioned that he was going to be at an event where he could encounter someone he would really like to meet, but he wasn’t going to introduce himself because it would seem like networking.

There is of course such a thing as the “networking jerk.” This is the guy who is the insincere, ruthlessly ambitions schmooze artist everyone wants to avoid, and you certainly don’t want to become.

However, the unfortunate existence of the networking jerk should not be allowed to give real networking a bad name. My friend is one of the most sincere people I know, and would by no stretch of the imagination be mistaken for the networking jerk. So I encouraged him to reach out to this person. I said to him “but it wouldn’t be networking, really, at least not in the sense you seem to be thinking. Understood rightly, networking is simply about making friends — and doing it sincerely, because people matter, and not because you are trying to get anything out of it other than encouraging someone and recognizing the value of reaching out.”

Keith Ferrazzi nails this in his excellent book Never Eat Alone: “Those who are best at it don’t network — they make friends. …A widening circle of influence is an unintended result, not a calculated aim.” That’s the first rule of real networking.

And the second is this: have something to offer. Be a person who brings benefit, not a leech who sucks people’s time and energy. Ferrazzi nails this again: “Relationships are solidified by trust. Institutions are built on it. You gain trust by asking not what people can do for you, to paraphrase an earlier Kennedy, but what you can do for others. In other words, the currency of real networking is not greed but generosity.”

Understood in this way, “networking” is a very biblical thing to do. It is about helping and being helped. If we care about building up the kingdom of God (Matthew 6:33), then we have to care about “networking,” because the kingdom of God is built of people — most of whom we have not yet met.

Get the Kindle Version of What's Best Next for Only $6 Through Tomorrow

by

Zondervan has an incredible sale going on right now for the Kindle version of What’s Best Next. It’s only $6 through tomorrow (Sunday).

While you’re at it, I’d suggest getting the hard cover as well. I find that even when I have the Kindle version, some books are best to have in hard copy as well because that makes it easier to interact with them and refer back to them.

I wrote What’s Best Next with the aim that it would be of enduring usefulness to people, and hope that everyone who has picked it up so far has found it to be just that kind of book!

Does What's Best Next Give a Sufficient Theology of Productivity for Women?

by

Jen Pollock Michel takes me to task on that over at Christianity Today’s her.meneutics blog, which provides news and analysis from the perspective of evangelical women.

But the thing is: she’s right. And, she’s very gracious. She understands the book, enjoyed it, and found it helpful. The whole review is excellent and I highly commend it to you.

She isn’t saying that the book totally misses it on a woman’s perspective. Not at all. But she points to some important correctives. She argues that the first half of the book, where I give a theology of productivity, is right on. Her point is that when I enter into the second, more practical half, I tend to leave behind issues that are most specifically relevant to women. She summarizes this very well:

The first half of What’s Best Next demonstrates clearly that Matt Perman values all work. “Good works are not simply the rare, special, extraordinary, or super spiritual things we do. Rather, they are anything that we do in faith.” I only wish the second half of the book had made more mention of so-called women’s work. (In fact, upon closer examination of the book, I realize how “male” the book really is, not only in terms of its conception of time and work, but in its consultation. All 12 endorsers are male, and of the 20 books in the recommended reading list, only two are written by women.)

Thank you, Jen. You make very good points, and I appreciate that you pointed this out to me in such a gracious way. This is exactly the type of push-back that helps all of us grow — and we especially need it in areas like this, which is something that honestly was not on my radar at all (which is why I am especially thankful for her critique).

I will do better in the future, and will seek to think about productivity in a more holistic way that doesn’t end up narrowing in on things in such a way that areas that are especially important to a woman’s perspective are left out. And, I agree that it would have been better if more of the books I recommended and interacted with had been by women. I will try to broaden my perspective there as well.

This also raises a larger issue. I do think that women have traditionally been under-represented in Christian writing and leadership. And I think that, as men, we share significant responsibility for that because of being too narrowly focused on ourselves and own perspectives. I actually do try to do something about that (though I could do better); I make a special effort to learn when women speak up in the church, not out of some strange affirmative action thinking but because I consistently find it helpful. Everyone is better off when both men and women are encouraged to make all the contributions they are capable of.

The good news is that things are changing. Some of the most helpful and engaging books on leadership and the Christian life right now are more and more being written by women. As a few examples on the Christian life and productivity side, let me commend to you Jen’s own upcoming book Teach Us to Want: Longing, Ambition, and the Life of Faith, which looks fantastic and much-needed; Gloria Furman’s new book Treasuring Christ When Your Hands Are Full: Gospel Meditations for Busy Moms; Aimee Bird’s recent Housewife Theologian: How the Gospel Transforms the Ordinary; Melissa McDonald’s excellent blog The Cross and the Kitchen Sink, with its great tagline “because the cross changes everything but including the kitchen sink”; and, of course, Christianity Today’s her.meneutics blog where you can find more of Jen’s writings along with contributions from many other excellent writers looking at faith and news from the perspective of evangelical women.

And specifically on the leadership side, Jenni Catron is one of the best thinkers on leadership in the church right now, and I highly commend her new book Clout: Unleash Your God-Given Potential, with a foreword by Patrick Lencioni, one of the greatest management thinkers of our day.

So women are making an incredible contribution in the church today to Christian thought. That is an excellent thing that we need to celebrate. And Jen’s review of What’s Best Next shows how someone like me still needs to grow in this, and how easy it is to not even realize how often we unconsciously overlook the need to, as Jen puts it in her post, “understand a women’s perspective in the time management conversation” — or whatever else we are writing on.

So, thanks again, Jen, for your review.

Read the whole thing.