7 Benchmarks Towards Success in an Organization
Great organizations don’t just appear. There is a method to the madness. I wonder sometimes, however, if we make it seem more difficult than it is to create success in an organization. While nothing worth doing well is ever easy, there are certain benchmarks we can aim for which seem to exist in successful organizations I’ve observed.
In the church where I lead, I would say we have experienced some “success” relative to our mission in the last few years. I think there is much room for continual improvement – we aren’t fully “there” yet – but we’ve made tremendous progress.
Looking back at some of our benchmarks, there are things I knew in the beginning we needed to achieve for us to gain traction, grow and improve in accomplishing what God has called us to do.
And, having led in business, government, and now ministry worlds – these appear to be shared attributes of achieving any level of success.
Here are 7 benchmarks towards success in an organization:
There is a clear vision and strategy. Everyone knows the objective we want to achieve in the end. Why are we here? What’s our purpose? It’s clearly and succinctly communicated in a memorable, easy to embrace way. Obviously, in my world, this vision comes from God’s leading, not man’s invention, but “without a vision the people perish”. Good organizations (and churches) do also.
There are clear goals in place. People are operating with reasonable, attainable, measurable and worthy goals. They have the resources in place to complete them. These are update regularly to meet the demands at the time and to encourage continual improvement.
A great team has been recruited. This is critical. You’ll spin your wheels and never have good traction otherwise. And, because someone was a good fit yesterday doesn’t mean they always will be. As organizations (and churches) change, so do the needs of people who sit on the team. People are always the greatest asset – and frankly – can be the greatest hindrance to achieving success. Continually asking who are the right players is critical to progress.
Tasks are divided equitably – I’ve learned this one the hard way. I’ve been working since I was 12 years old. It’s all I know. I was naive early in my leadership to believe everyone shared my work ethic. They don’t. Can you believe it? (For those wondering – I believe in working hard and playing hard. I strive to honor the Sabbath. Rest is important too.) But, if an organization is to succeed everyone must pull their weight. There can be no stragglers. And, there is much hard work to be done. Everyone goes through seasons where they aren’t as productive, but if someone lingers there for a career they injure everyone else – and the vision. (I’ve learned churches can be slow in making people changes everyone know needs to be made – and they do in the names of love and grace – but sometimes it’s called poor stewardship.)
Communication is fluent – This is a tough one, because as the organization grows people know less and less about everything. People only know what they know. Over time, people become specialists rather than generalists. Communication becomes more critical, but it never seems to be enough. There’s a danger of silos developing. The challenge for any successful organization is communicating throughout the organization.
There’s a resolve to endure. Wow, this is big! I never knew how big this one was until I was in a struggling company and discovered – the hard way – some of the people I thought were most dedicated weren’t. And, it hurt everyone. If an organization (or church) wants to be successful there must be a strong, committed core of people who are in it for the long-haul – regardless of the setbacks and disappointments, which will naturally come. (Side note to my church revitalizer friends – if you don’t have some of these people, I wouldn’t think of attempting to turn around the church.)
There’s a communal atmosphere. People need to have fun! There should be a joy in the journey. They need to know they are valued, a part of something bigger than today, and they can laugh, cry, and do life together as a family would. If people think it’s only about the money – or the numbers – or the progress – they will bore quickly and never really own or try to accomplish the vision. It will be a job – not a calling or a passion.
I’m not trying to be overly simplistic if your organization is struggling, because it’s much more complicated than this in practice, but it is wise to look over the list.
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