An idea arrives—possibly from divine inspiration, a unique opportunity, desperate need, or some combination of all three. And it’s big.
Brainstorming converts this idea into a viable concept destined to move the mission forward. Sharing a refined vision enlists support; now a new and exciting tomorrow awaits. The team crafts plans on how to get from today to that new tomorrow. Before taking a step forward, though, they plan a little more to get it just right. Then more. And more.
Plenty of planning. But no progress. Why does this happen?
The team gathers for updates, and it feels painful. “Thanks for meeting, everyone,” you say. “Let’s look at what we need to do to get going.”
Team member 1: “It might help us to know …”
Team member 2: “Maybe we should also find out …”
Team member 3: “Have we thought about …?”
You: “Ahhhhh!”
Yes, your team needs help. Although nothing big. Read on.
From my 13 years in the corporate world, a decade in church leadership, and now eight years leading a nonprofit (wow, I’m old), experience proves that organizations of all sorts fall victim to a common enemy. The move from planning phase into action feels awkward and anticlimactic. So people don’t do it. What scoundrel hijacks projects in this way? It has a name: Perpetual Planning.
Vision is appealing. The exciting, energy-building, easy-to-love radiance that shines from grand ideas provides a glow that no one wants to see dim. One can understand why discussion can remain at, or constantly return to, the big-picture level. Specific actions required to accomplish the work, by comparison, appear rather dull. Minutiae rarely excites anyone. New cars look like gems. Yet below the exterior there is oil, grease, rubber hoses, and less attractive parts. The car needs them all to work—and someone has to work on assembly.
Here’s the counterintuitive move needed: turn attention away from the grand picture and, as a leader, help your team go small.
Specifically, help individuals move the project forward by guiding them to cut apart anything big into get-it-done-sized pieces.
Turn attention away from the grand picture and, as a leader, help your team go small.
For example, a church decides to prioritize ministry to strengthen families. The pastor shares an exciting vision with the congregation that receives strong support—in emotional and financial investment. They’re especially excited about the idea for ongoing parent education and support. A team begins meeting to plan the launch of a new program as part of this exciting new era for the church. It’s tempting to continue the vision: Someone mentions a new study showing the importance of family ministry. Another person suggests looking at church market trends toward family ministry. While they’re at it, they better understand overall trends in the local public schools. To make good decisions you can’t have too much information, right?
Wrong.
As a result of this project bloat, the team continues to look at data and decide again and again about the vision, which elongates the planning process. They continue to avoid making specific decisions needed to launch any aspect of what the church expects. Macro-data sets have great value, no doubt, but offer little help to inform program design. And that’s where they are—they need to design and launch.
At this point, a leader needs to speak up or the team and project will remain stuck. A few prompts will help (use any or all that apply):
- To start, agree on the value and need to go small. Remind often. Encourage everyone to check on one another’s smallness.
- Develop a discipline to steer action plan conversations away from topics that inform go/no-go decisions. Right-size the discussion to the project phase and next steps needed: “Let’s focus on what we need to know to move forward today and what next steps are needed.”
- Ensure the team sets extremely near-term milestones: “What accomplishments and progress will be made by the next time we meet?”
- Recognize the many, many small achievements. You can tell what’s important by what’s celebrated: “Let’s start by sharing what’s taken place.”
- Remind, constantly, of the need to learn as progress happens—not to stay in learning mode: “If we let the unknown intimidate us and keep us from action, we will never get a thing done. But if we start things up, we will grow smarter along the way, so let’s share what we learn—and keep going.”
Planning and strategizing are critical to any initiative’s success. But great plans and tremendous strategies do not change the world. Action does, one small step at a time.
David Staal, serves as CEO of Kids Hope USA. He also mentors a fourth grader, chairs the advisory board for a nearby college, writes as a senior editor for Christianity Today, and worked full time for ten years in leadership at Willow Creek Community Church following a corporate career. David is the author of Show Up: step out of your story and into someone else’s (Dust Jacket Press, 2016) and lives in Grand Haven, Michigan, with his wife Becky.
