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Crossway Impact: Rewards with a Mission

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I’m excited about Crossway Impact, the new rewards program with Crossway Books.

I like this program because it not only offers readers several annual benefits, but also enables you to send 5% of the money you spend to a ministry of your choice. This is a helpful variation on the one for one idea, pioneered by places like TOMS Shoes (which gives one pair of shoes to someone in the developing world for every pair that you buy), because, in the very act of making your purchase, you are able to make an impact beyond your purchase.

So, way to go to Crossway for doing this. (And, if you can’t guess, I would suggest designating your 5% to go to Desiring God — but any of the ministries they offer would be a good choice!)

Here’s the description from the Crossway site:

Here at Crossway, we’ve been thinking of better ways to serve our readers and partner with like-minded ministries.

That’s why we’ve created Crossway Impact—a rewards program for readers who want to invest their resources wisely—buying books AND making an impact.

Crossway Impact is designed to reward our readers with the following annual benefits:

  • 3 FREE books (choose print or e-books from a monthly list which must ship with a purchase of any amount)
  • 25% OFF all your purchases on Crossway.org
  • Free shipping on orders over $50
  • Exclusive monthly offers

Crossway Impact also gives you an opportunity to make a difference with every book you buy by sending 5% of the money you spend at Crossway.org to a ministry of your choice. Now, ministries like Desiring God, The Resurgence, and Revive Our Hearts will benefit right along with you—a real win-win.

For the first year of the program, we’re making these benefits available to as many Crossway readers as possible by letting you determine the value of your rewards (worth at least $40 in free books alone!). The only thing you have to do is name your own membership fee.

It’s as simple as that.

Crossway Impact Members get a year-long discount, free books and shipping, special offers, and the chance to make an impact with every purchase. We hope you’ll join us by signing up today.

Proposal for a Message at the 2011 Web 2.0 Conference

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This is a proposal I submitted for the 2011 Web 2.0 Conference. Though it was a secular conference, I submitted a proposal on how there is a biblical basis for web usability because it seemed that that topic would be of general interest. I’m posting it here as an example of doing public theology — that is, of seeking to bring a gospel-centered perspective on things into the wider culture in a (hopefully!) winsome, appropriate, and respectful way.

Description (65 words)

Website usability is not simply a good idea; there is actually a case to be made for it from the Bible. This transforms not only how we understand usability, but also how we understand all of our work. Now matter what your religious views, it is surprising (and helpful!) to see that the Bible has something to say about even the more sophisticated aspects of everyday life and work.

Full Description

The first principle for an effective content strategy is: have excellent content and make your site _usable_. You want users to think hard about your content–not about how to use your site.

But usability doesn’t only make your site better and more effective. There is also a case to be made for it from the Bible, because it is a way of serving your users.

This session will show how usable websites are an expression of the core biblical commandments to “love your neighbor as yourself” (Luke 10:27) and put others before ourselves (Philippians 2:4). Even for those who do not have religious beliefs, or who do not share a belief in the authority of the Bible, it can transform our work to see it not simply as a job or a way of making money, but also as a way of serving and doing good for others.

Secular thinkers such as Patrick Lencioni and Howard Schultz and even Tom Peters have long pointed out that work is not just about the work, but serving others and even uplifting the human spirit (see, for example, the beginning of Schultz’s latest book, “Onward: How Starbucks Fought for Its Life Without Losing Its Soul,” or the last chapter of Lencioni’s “The Three Signs of a Miserable Job” or Tom Peter’s discussion of “transcendence” in our work in “In Search of Excellence”). This session will show how these thinkers are echoing an even greater reality that is in tune with the worldview of the Bible itself. We will also make an application to exactly why usability is a matter of serving others well, and how understanding usability in this way motivates even greater excellence–for since excellence is hard work, it is ultimately only possible when we put others (in this case, the user) before ourselves.

Seeing these things is not only surprising and engaging in itself, but will also give those who attend a snapshot into the worldview of many of their own web visitors, as a majority of web users do have at least a loose religious affiliation and concern for spiritual issues.

Additional Information

The purpose of this session is not to persuade people about religion or create any controversy in any way at all. People can choose to believe what they want, and my aim here is not to address any controversial issues.

Rather, it is simply interesting and illuminating to see that the Bible has things to say about the everyday things we do in life–including really cool things like interactive design and making sites usable. Even (especially) people who have no religious viewpoints or do not hold to the Bible as a special book will find this session interesting as they see how a book that many in our culture _do_ hold in high regard has very engaging things to say about everyday life and the world of technology.

While the content of my session will be engaging and interesting and surprising, it will not be religiously controversial. The compelling and interesting thing is the fact _that_ the Bible has relevance to these things, and _how_ this is so. And that is broadly interesting and applicable. Additionally, this session will help meet the diversity value listed in the criteria by which sessions are selected, as it looks at web design from a unique perspective not typically addressed at the conference, while also shedding light for attendees into how many of their users think about the world (as 50% + of the population does at least have some lose religious affiliation).

Be a Resource, Not a Limiter

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The people that are most helpful in any organization are those who take initiative, rather than simply doing what they are told. What organizations need from their people is engagement, not mere compliance. (And, conversely, this is what makes a job most satisfying — being engaged, rather than simply seeking to comply).

This has implications for managers as well. If you manage in a certain way (namely, with a command and control focus), you incentivize compliance. But if you realize that management is not about control, but rather about helping to unleash the talents of your people for the performance of the organization, and that this comes from trusting your people and granting them autonomy, then you see yourself not as the “boss,” but as a source of help.

A manager is a source of help and a catalyst, not a limiter or controller.

Godin touches on this well in his recent post “Moving Beyond Teachers and Bosses“:

We train kids to deal with teachers in a certain way: Find out what they want, and do that, just barely, because there are other things to work on. Figure out how to say back exactly what they want to hear, with the least amount of effort, and you are a ‘good student.’

We train employees to deal with bosses in a certain way: Find out what they want, and do that, just barely, because there are other things to do. Figure out how to do exactly what they want, with the least amount of effort, and the last risk of failure and you are a ‘good worker.’

The attitude of minimize is a matter of self-preservation. Raise the bar, the thinking goes, and the boss will work you harder and harder. Take initiative and you might fail, leading to a reprimand or termination (think about that word for a second… pretty frightening).

The linchpin, of course, can’t abide the attitude of minimize. It leaves no room for real growth and certainly doesn’t permit an individual to become irreplaceable.

If your boss is seen as a librarian, she becomes a resource, not a limit. If you view the people you work with as coaches, and your job as a platform, it can transform what you do each day, starting right now. “My boss won’t let me,” doesn’t deserve to be in your vocabulary. Instead, it can become, “I don’t want to do that because it’s not worth the time/resources.” (Or better, it can become, “go!”)

The opportunity of our age is to get out of this boss as teacher as taskmaster as limiter mindset. We need more from you than that.

What is the Fruit in John 15:5?

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In John 15:5, Jesus says “Whoever abides in me and I in him, he it is that bears much fruit, for apart from me you can do nothing.”

What is the “fruit” that Jesus has in view here? Here is a helpful exposition of the text from DA Carson, from his The Gospel according to John:

There has been considerable dispute over the nature of the “fruit” that is envisaged [in this text]: the fruit, we are told, is obedience, or new converts, or love, or Christian character.

These interpretations are reductionistic. The branch’s purpose is to bear much fruit (v. 5), but the next verses show that this fruit is the consequence of prayer in Jesus’ name, and is to the Father’s glory (vv. 7, 8, 16).

This suggests that the “fruit” in the vine imagery represents everything that is the product of effective prayer in Jesus’ name, including obedience to Jesus’ commands (v. 10), experience of Jesus’ joy (v. 11 – as earlier his peace, 14:27), love for one another (v. 12), and witness to the world (vv. 16, 27).

This fruit is nothing less than the outcome of persevering dependence on the vine, driven by faith, embracing all of the believer’s life and the product of his witness.

Great Managers Reject the Notion that Trust Must be Earned

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Marcus Buckingham, from First, Break All the Rules: What the World’s Greatest Managers Do Differently:

And what of the notion that “trust must be earned”? Sensible though it may sound, great managers reject it.

They know that if, fundamentally, you don’t trust people, then there is no line, no point in time, beyond which people become suddenly trustworthy. Mistrust concerns the future. If you are innately skeptical of other people’s motives, then no amount of good behavior in the past will ever truly convince you that they are not just about to disappoint you. Suspicion is a permanent condition.

Of course, occasionally, a person will indeed let you down. But great managers, like Michael, the restaurant manager from the introduction, are wired to view this as the exception rather than the rule. They believe that if you expect the best from people, then more often than not the best is what you get.

Innate mistrust is probably vital for some roles — lawyering or investigative reporting, for example. But for a manager, it is deadly.

Unmanaged Time Often Flows Toward Your Weaknesses

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A good point from Gordon MacDonald in Ordering Your Private World:

Because I had not adequately defined a sense of mission in the early days of my work, and because I had not been ruthless enough with my weaknesses, I found that I normally invested inordinately large amounts of time doing things I was not good at, while the tasks I should have been able to do with excellence and effectiveness were preempted. . . .

So why did I spend almost 75 percent of my available time trying to administrate and relatively little time studying and preparing to preach when I was younger? Because unseized time will flow in the direction of one’s relative weaknesses. Since I knew I could preach an acceptable sermon with a minimum of preparation, I was actually doing less than my best in the pulpit. That is what happens when one does not evaluate this matter and do something drastic about it.

Getting the Little Stuff Done First May be Satisfying, But It's the Wrong Road

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Julie Morgenstern, in Never Check E-Mail In the Morning: And Other Unexpected Strategies for Making Your Work Life Work:

Warming up your day by knocking off a bunch of quick, easy tasks is tempting, but it can provide you with a false sense of accomplishment.

The danger in this approach is that the bulk of your energy gets depleted over a bunch of insignificant tasks. First there’s email, then a couple of phone calls, then a meeting, then huddles with some direct reports and a quick sign-off on a project budget — then, guess what? It’s time for lunch!

To warm up after lunch, you start off with another round of email, then a client eats up your mid afternoon, and suddenly it’s 5 pm — and you never got around to, much less finished, the grant proposal — your day’s one-step-from-the-revenue-line priority. In fact, you can’t even remember what you did get done.

Solution: You must retrain yourself to choose the important over the quick, the tough over the easy, no matter how intimidating the project may be. Starting too far from the revenue line prevents you from producing the volume of revenue-generating work that your company actually relies on and pays you for.

Working from the bottom up puts you in a risky position — when that inevitable crisis appears, . . . how can you possibly handle it when you haven’t even gotten to your most important assignment yet!

Completely two or three tasks that directly make or save your company money far outweighs finishing twenty things that are three steps from the revenue line.

"My Boss Won't Let Me"

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Seth Godin, from Linchpin: Are You Indispensable?:

The single biggest objection to changing the way you approach your job is the certainty that your boss won’t let you do anything but be a cog.

Nine times out of ten, this isn’t true. One time out of ten, you should get a new job.

Let’s take the rare case first.

If you actually work for an organization that insists you be mediocre, that enforces conformity in all its employees, why stay? What are you building?

The work can’t possibly be enjoyable or challenging, your skills aren’t increasing, and your value in the marketplace decreases each day you stay there. And if history is any guide, your job there isn’t as stable as you think, because average companies making average products for average people are under huge strain.

Sure, it might be comfortable, and yes, you’ve been brainwashed into believing that this is what you’re supposed to do, but no, it’s not what you deserve.

The other case, though, is the common one. You think your boss won’t let you, at the very same moment that your boss can’t understand why you won’t contribute more insight or enthusiasm. In most non-cog jobs, the boss’s biggest lament is that her people won’t step up and bring their authentic selves to work.

What is the Wasted Life?

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John Piper, in Don’t Waste Your Life:

God created us to live with a single passion: to joyfully display his supreme excellence in all the spheres of life. The wasted life is the life without this passion.

God calls us to pray and think and dream and plan and work not to be made much of, but to make much of him in every part of our lives.