Getting things done

While I have never been to China, my impression is that China is one country where a great deal gets accomplished in a short period of time. Meanwhile, I can’t say the same thing about my home country – Canada.

By any measure, China has experienced amazing growth and transformation during the past 50 years. As a result, many other countries are lining up in an attempt to cash in on their success. While I wouldn’t want to live under a communist dictatorship, I would like to live in society where there are signs of tangible progress. This isn’t to say that growth is always entirely positive or that China will turn out to be a benign major power in this world. But I really like the fact that the Chinese government, and many citizens in that country, have found a way to get things done.

It’s tempting to launch into a rant about what has gone wrong here in Canada. For it sometimes seems like 78 studies are required and 49 regulations must to be considered before a light bulb can be changed over at the House of Commons – that is, if this practice isn’t said to be in conflict with the Charter and the Constitution as interpreted by the feelings of the lawyers over at the Supreme Court last Monday morning. It is easy to point out that there is presently too much articulate talk and not enough plain and ordinary action. But this approach would also fail to appreciate the progress that has been made, the safeguards that are likely necessary, and the complexity that is often involved when considering public ventures.

As the saying goes, if I want change I also need to be willing to be the change. And I have noticed, as of late, that positive change in my own life requires a large amount of effort and seems to take a very long period of time. If I am slow, how can I expect everything around me to take place at a record pace?

But in the end, maybe it doesn’t matter so much whether you or I are getting important things accomplished at a record pace or over a protracted period of time. What does matter, though, is that significant projects are gradually being checked off of our “to-do” lists and we are moving in the right direction. It has often been mentioned that life isn’t just about doing things at a frantic pace – as important as they may seem. And yet, it is very important to get in the habit of getting important things done.

Does this sound too obvious to even mention? Is this observation for the more task-oriented folks who may have inadvertently stopped by? Should this message ideally be directed towards a few Facebook addicts you know?

What I like about this topic is that it forces (or perhaps invites) each one of us to think about what we need to focus on at this time. And this will be different for each person. The idea is to get moving if it becomes apparent we are perpetually stuck or that a time of rest and refreshment has turned into a prolonged distraction from important duties. By way of example, I am going back to school this fall and moving to another city in order to do that. So most of my energy must be focused in that direction. Nobody is going to find a place for me to live or sign me up for the required classes or read the stack of books I need to read, etc.

How about you? I very much appreciate that you stopped by this website site. But if I can be quite direct, without hopefully causing any offence, here is a question to consider:

What should you really be doing right now?

If it isn’t clear what you need to focus on, spending time at a website like this could help you eventually establish goals and begin to move. In other words, if I don’t know what to do I need to make figuring out what to do a priority. Working at discerning your next step is a worthwhile and absolutely necessary activity. It requires effort and should be defined as valuable work. It might not look like you doing much when in reality you are doing exactly what you need to do.

My decision to go back to school and study public policy is actually the result of several years of sustained reflection. Did I mention that I am slow? So don’t get discouraged if your own attempt to clarify your life direction seems to be taking a very long time.

On the other hand, if it is quite clear where your energy needs to be directed and yet you have failed to take the necessary first or second or third step…then lingering online much longer could become a problem.

Driving by a government building some time ago, my wife mentioned in a lighthearted way, “That’s where they make the red tape.” It was a funny comment at the time and contains an element of truth. And yet, it is sobering to realize that we each have the capacity to act and can’t really blame the government or anyone else if we choose not to.

Empowering more people

Career & Life Direction welcomes Dr. Barry Slauenwhite as he reflects on personal initiatives which have helped Compassion Canada to grow and thrive.

I have been serving with Compassion Canada for almost 30 years. The first ten years was spent as VP of Marketing and Communications and the last 20 years as President & CEO. Over this timeframe I have seen a lot of changes…most of them ones I have initiated. Some out of necessity and some out of innovation. None without their fair share of stress and hard work.

When I was first appointed to the role of CEO I asked the board for one year of no growth so that I could concentrate on rebuilding the foundation of the organization. Although we had experienced modest growth over the previous ten years, it was obvious that the organizational structure would not sustain stronger growth and the potential was much greater than what we had realized. We had experienced consistent deficit budgets and struggled to meet our financial obligations. Although we were bringing in new donors we were not doing a good job of servicing and retaining them.

And now, 20 years later, Compassion Canada has grown by 900% and we are considered to be a leader in donor retention.

The first move I made was to build a new organizational culture. Staff morale was low as was productivity. I took the staff away on a two-day retreat and introduced my new philosophy of how we work together emphasizing the Fruit of the Spirit mixed with excellence in how we carry out our work. This one exercise proved to be a valuable investment in boosting staff morale and productivity.

The second step was to create a team style leadership. Our leadership tended to be more autocratic and staff felt their giftedness and skills were being undervalued. We emphasized collaboration, empowerment and joint decision-making. I formed an executive team that continues to be the backbone of how we run the organization. Work teams were created along with cross-functioning ministry teams to ensure communication was flowing to all levels of the ministry.

Engaging the staff and giving them a voice in decision-making produced almost immediate results. Morale dramatically improved and productivity soon followed. Then I turned my attention to more structural issues such as board governance.

The potential was much greater than we had realized

Our board followed more of an operational format so I engaged the chairman and together we set out to move the board toward a policy governance model. This was a strategic move that brought new life to our governing board. Adopting a policy governance model created an exciting new framework in which management was empowered to be more visionary and strategic creating significant amount of synergy that impacted our overall productivity and growth.

Compassion, like many NGOs, was heavily dependent on government funding. This created somewhat of a laissez-faire attitude towards fundraising. We had not developed a strong private donor network which positioned us to be quite vulnerable to government funding whims. Hence a significant portion of our funding and subsequent program activity followed the roller coaster agendas of the government foreign aid agenda. After coming to grips with the long-term implications of this funding model we developed a private donor strategy that replaced government funding and created a whole new network of donors that continues to be the backbone of our funding program.

Lastly, we created a national volunteer strategy to mobilize current and future donors to passionately promote the ministry cause. Initially just a handful of committed people, this network now numbers over 2,000 and has become a significant component of our marketing strategy and is responsible for a sizable portion of our overall revenues.

To help measure the effectiveness of my strategies, I engaged the services of the Best Christian Workplace. This tool gives me an accurate pulse of how the staff is doing and what areas I need to give attention to. It provides a mechanism for staff feedback and overall staff health. The data from this feedback helps me adjust my strategies in tweaking what is weak and building on what is strong.

Over these 20 years as CEO I have learned the value of surrounding myself with good people. People who are passionate for the cause, committed to Christ and His church and competent in their skill set. I have learned that character is more important than skill and that people thrive in an environment where they have a cause and are able to express themselves in responding to that cause.

Dr. Barry Slauenwhite has been serving with Compassion Canada since 1983. He is a leading voice in the Canadian Christian community, speaking on behalf of the poor. Barry and his wife, Sharon, live in London, Ontario, and have two adult daughters and two grandchildren.

Training her strengths

Fast and far.

Clara Hughes can go faster and further than most. Watch and wait and see. Standing on the sidelines she will blast right on by before you know it. Six Olympic metals offer proof of her athletic ability and tell part of her personal story.

When it comes to speed and endurance, especially endurance, she is very difficult to beat. Let her lace-up her skates or get her on her bike and she will keep going and going and going. Fast.

In Mr. Bean’s Holiday, Rowan Atkinson may have been impressively speedy on his borrowed bike in his frustrated attempt to get to La Mer, but he can’t keep up with Clara Hughes. Few can.

StrengthsFinder 2.0

How accurate is your vision? How clearly can you see yourself?

If you are like most people, you probably have a hard time noticing what is wrong with you and what is right with you. It may well be that neither comes easy. For whatever reason, it is an incredible challenge for many to clearly perceive personal problems and potential. Can’t seem to cut through the haze.

So major faults go undetected for years while great gifts and talents lie dormant. Such is life. Your life and mine. All too often, that is how it seems to be – for a great number of people, anyway.

As you inch towards the end of your life you begin to wonder what could have been.

Call it part of being human. Trace it back to humanity’s historic fall. Try to blame it on biology and all those conniving chemicals. Connect it to the culture in your community. But, regardless of all reasons, the glory and shame of each person’s unique humanity often remains undetected. It flies, as it were, under the radar.

And it can take much more than a moment of clarity and insight to be able to say something like, “Hello, my name is _____ and I am an alcoholic.” Or “Hi, my name is_______ (please insert your own) and I am good at _____.” It can take years. It can take a lifetime. But it doesn’t have to.