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What Makes a Website Effective?

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The redesign of any ministry website presents the organization with an incredible opportunity. It is an opportunity to serve the body of Christ by providing abundant and easy-to-access content and an opportunity to provide a foundation for more effectively accomplishing the goals of the organization. The way to make the most of this opportunity is to make sure that the outcome of this redesign is an effective website that is built on the basis of sound principles.

The Importance of an Effective Website for Christian Ministries

Why Is an Effective Website Important?

An effective website lies at the foundation of organizational effectiveness. In a real sense—at the human level—the success of any ministry today depends in a large measure upon the success of its website. Successful organizational strategy can no longer be carried out apart from an effective website and an intentional web strategy.

The reason is that, in this day and age, the web has become the main way people interact with and experience many organizations. This is even more true for teaching-centered ministries, as the internet has become the primary way people obtain, use, and share the content that these organizations provide. The more effective a website is, the better the experience website visitors have with the organization, and the more motivated they will be to spread its message and content to others.

What Makes for an Effective Website?

When most people think of a “good” website, they think first—and perhaps exclusively—about its graphic look. If a site looks nice, it is considered a success. But web experts such as Jakob Nielson, Steve Krug, and others have shown that the graphic look of a site is not the most important factor.

This comports with experience. We have all been to sites that look nice but are nonetheless frustrating to use. Specific information that we can reasonably expect to be available on the site is difficult to find, or the navigation tools are confusing and therefore inefficient. Despite an attractive look, such sites provide a negative experience, making us disinclined ever to visit the site again.

An attractive look is certainly very important, and any ministry’s new site must look great in order to serve visitors and reflect well on the gospel. But no one visits a ministry site primarily for the aesthetic experience. Your visitors are focused, goal-oriented, and likely quite busy. They want to identify as quickly and easily as possible—and at whatever level of detail may concern them—what can be found at the site and how to find it. In other words, they are interested in what has been shown to be the single most fundamental component of an effective website: usability.

Websites exist to be used. Sites that are easy to use enable visitors to accomplish their goals more effectively and with less frustration. Ease of use creates a more pleasant experience for visitors, makes them more likely to return, reinforces the credibility of your brand, and makes it more likely your visitors will share your site with others.

Graphic design does not create ease of use. It builds upon ease of use. Absent good information architecture and an adherence to sound principles of usability, attractive graphic design is insufficient and ineffective.

 

How Does One Build an Effective Website?

An effective website, therefore, is created when good graphic design is joined to high usability. Most of us recognize good graphic design when we see it. But usability is not nearly so well understood.

 

In essence, usability comes from (1) good information architecture, and (2) adherence to sound principles of usability and layout. Information architecture has to do with the way the site is structured—what the main sections of the site are, what the sub-sections are, what categories are used to group the content, and so forth. The primary importance of good information architecture cannot be overstated. In allowing a visitor to find his way around the site easily, good information architecture keeps him from getting lost (one of the worst of all sensations on the web), keeps him oriented, and enables him to move easily and confidently from one place to another.

 

Good information architecture reveals your content so that it can be maximally accessed; more than that, it interprets your content. Particularly at the levels of Topic (e.g., Atonement) and Resource Type (e.g., sermon, article, poem, etc.), solid information architecture provides the visitor a grid for how to think about your content, thus enabling him to find, understand, and remember it better. Sites this easy to use are returned to frequently and talked about widely.

 

Good information architecture, however, is not achieved by organizing a site according to what “seems best to us.” Rather, there are established principles of classification and organization that assure effective architecture. Likewise, there are also general principles of usability and design that reveal and govern how to build the mechanics of a site correctly. These principles of usability and design are the second component to making a site usable. As a few examples: site navigation should always highlight the section the visitor is in so that he can tell at a glance where he is; every page on the site needs a title; only links should be underlined; and “click here” should never be used. Defining these principles (along with some 100 others like them) and following them in the creation of the site pages, is essential in creating an effective, usable website.

Congratulations

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While I disagree fundamentally with the perspective Obama has taken on the three core issues of economic policy, foreign policy, and social policy, it is also important to acknowledge that he ran a very smart campaign and should be congratulated for that.

And far more important than that: It is not necessary to fully agree to also very gladly acknowledge the historic importance that, for the first time in our nation’s history, an African-American has become president.

How to Organize Your RSS Feeds

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Typically, I am all about grouping and organizing things. But about a year ago I decided to test whether, when it came to my RSS feeds, it might actually save time not to organize them into folders.

My reasoning was that simply having them kept in a straight list would make them directly visible and accessible.

And there is something to that. I found it most useful back when I used Internet Explorer as my reader (I actually found it very handy to use IE for my RSS reader).

When I switched to a Mac, I didn’t find Firefox’s Live Bookmarks very convenient, so I switched to NetNewsWire–which I really love. It also has a very good interface for easily allowing you to organize your feeds into folders if you want.

I concluded that it makes things simpler and saves times to organize my feeds into folders, for two reasons:

  1. It allows me to more easily read my feeds by topic
  2. It makes the number of feeds less overwhelming

I find that it is more efficient, at least for me, to review my feeds by topic because I can go faster when I can roughly keep my mind on the same subject and proceed in chunks.

And when I didn’t use folders to group my feeds, I came to have a mental resistence to them because the list was so long.

Grouping them in folders also makes it easier to prioritize. Basically, my first folder is called “Priority.” This folder contains the feeds from any topic that are most important to me. So I can easily skip all the other folders if I am short on time, and focus in on these.

Then, if I have a bit more time it is easy to determine which topic is of greatest interest to me at the time, and I can just scan those folders quickly.

Compared to my experience of keeping my feeds in a straight list, I’ve fond that I save time by organizing them into folders.

Here is the list of categories I use:

  • Priority
  • Friends
  • News
  • Politics
  • Business
  • Career
  • Social Good
  • Productivity
  • Blogging
  • Publishing
  • Technology
  • Theology

Employees are not Overhead

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Standard terminology, at least in the non-profit sector, refers to employees as overhead.

This needs to change.

People are not overhead. People are the force that makes any company effective. That is not overhead.

Matthew Kelly and Peter Drucker make this point better than I ever could:

It has been almost forty years since Peter Drucker observed the single greatest error of our accounting system: people are placed in the liability column on the balance sheet. Machinery and computers are categorized as assets and people as liabilities. The reality, of course, is that the right people are an organization’s greatest asset. (Matthew Kelly, The Dream Manager, page 2.)

Of course, just about everyone is willing to say “people are our greatest asset.” But largely this is still in the realm of theory–it hasn’t penetrated the way we actually work and think. Kelly goes on:

We may have acknowledged this truth in theory, but we have not allowed it to sufficiently penetrate the way we manage our organizations, and indeed, the way we manage the people who drive them.

One indication of the fact that we haven’t yet started taking seriously the reality that people are assets, not liabilities, is that we still use terms like “overhead” to describe them.

Employee Disengagement Costs You Money

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The other day I picked up a book called The Dream Manager. It’s another business parable, but it is very perceptive. (I had never been into business parables until I started reading Patrick Lencioni’s stuff, which is excellent.)

The book is about employee engagement:

The problem is, the great majority of people in the workplace today are actively disengaged. This is the dilemma that modern managers face. To varying extents, people don’t feel connected to their work, the organizations they work in, or the people they work with. No single factor is affecting morale, efficiency, productivity, sustainable growth, customer intimacy, and profitability than this disengagement. (The Dream Manager, page 1)

I agree completely. Employee disengagement is a tragedy and is pervasive in the modern workplace. A friend of mine often says of his company that “they pay you just enough to keep you from leaving.” What a horrible way to treat employees.

The biggest reason that employee disengagement is important is because of what it does to people. It creates the “quiet desperation” of the modern workforce that we see all around us. It also has a financial cost. I found it really interesting that this cost can actually be quantified:

If on average your employees are 75 percent engaged, disengagement is costing you 25 percent of your payroll every month in productivity alone. The real cost to your business is of course much higher when you take into account how disengaged employees negatively affect your customers and every aspect of your business. (Page 2)

There are some very effective, and simple, solutions to the problem of employee disengagement. I think it is one of needs of the hour, and in one sense that is going to be a major component of what this blog is going to be about.  And for those interested in a helpful book on the topic in the meantime, The Dream Manager is proving to be a very good read.