Tag: team leadership

Achieve greater effectiveness through Orchestration

I have been to a number of concerts with my wife, ranging from orchestra to single performers. Some shows have been off the charts amazing. In my opinion, the thing that makes shows this impressive is what I call orchestration. To orchestrate, according to dictionary.com, is to arrange or manipulate, especially by means of clever or thorough planning or maneuvering. I believe we can benefit from this idea of orchestration, as thorough planning, for our own events – musical or otherwise – and even in planning meetings.

Learn about the power of orchestration

Orchestration Tips for Impact

For some things, this level of planning is not necessary; if your goal is to achieve impact though, it’s worth it. Orchestration is thinking through the event or activity from beginning to end, and planning for each piece, for each moment, for each step in the process, thinking in such a way that steps blend so well together you create a thing of beauty. Here are a few application points you can take from a real orchestra:

  • It is the responsibility of the conductor to guide the orchestra through a piece from beginning to end and to keep all players in sync. The team leader, or a designee, should be doing the same, guiding the team through execution toward the goal.
  • An orchestra is generally guided by sheet music for the particular piece they are playing. A written plan with notes for every player will go far to help achieve a higher level of execution. Do the words “getting everyone on the same page” sound familiar?
  • Just as there are a variety of instruments in the orchestra, there are a variety of people on your team with a variety of skills and resources. Design your activity such that each player can perform to their best.
  • Practice! Work through things in advance; it will increase every player’s capacity to carry out their role in sync with other players. Also, in my world, many events repeat from one year to the next or multiple times per year. I consider each time I do the event as additional practice for the following year. In my debrief following the event, I take notes on what I can do better. Then I build that into my plan for the future.
As I mentioned above, I believe this kind of effort can go into events, parties, and even meetings. I only have a few times per year to do strategic planning with my larger team. My goal is to have those moments leave an impact that will keep the team energized and focused for the next season. What about you? Are there any areas in your world you could add orchestration to produce a higher-caliber experience?

Six thoughts on organizational budgeting

budgeting
Part of my responsibility is helping team members navigate the challenging process of budgeting for their ministry activities. Whether it’s one activity, or a season, or a calendar year, there are a number of things that I’ve found that help lead to successful budgeting.

  1. Start with a vision. This is as simple as drawing a picture in your mind of what the world would be like if your activity, season, or year went the way that you wish that it would.
  2. Write a plan to achieve that vision. Every culinary masterpiece requires a recipe, even if it was never written down. But if it was never written down, it will be hard to repeat. So write the plan down. (This will also be helpful as you bring other people in to work with you).
  3. Research. Possibly not in your organization, but somewhere, the activity or season you’re trying to carry out has likely been done before. Find out where and consider how they did it. Are there any lessons you can use to shape your plan to increase your odds for success? Is there any thing financially specific that they did or didn’t do that you can learn from?
  4. Attach dollar signs to your plan. If you’re serving 100 families, how many supplies will it take? How much will it cost to buy that many? Is requesting donations a possibility? Identify opportunities to save money. Consider these factors and turn your plan into a financial plan that evidences your thought and research.
  5. Think through contingencies. How will you modify your plan if resources are limited? if participation is low? if other challenges come up?
  6. Next, present your financial plan, including the components outlined above, to those to whom it’s appropriate. (Supervisor, finance committee, congregation, etc.) Modify based on their requests and then prepare to execute and evaluate* your plan.
*Evaluation while executing AND after executing your plan will contribute to your research phase when preparing for future activities and seasons.
big picture

Managing Macro: Staying mindful of the big picture

Last week, I wrote here about “managing micro”. This is different than micromanaging, with its negative connotations, and is necessary for organizational success.

Someone has to manage macrobig picture

I don’t want to move on without taking an opportunity to insist that it is also required for someone to be “managing macro”.

  • Someone has to be looking at the organization from the thirty thousand foot view.
  • Someone should be looking ahead to where future energies will need to go.
  • Someone should be anticipating where potential obstacles may arise.
  • Someone must be looking at the pieces of the organization in the context of the whole.

Who’s looking at the big picture?

There is a classic leader-manager joke:

“What’s the difference between a leader and a manager? A manager makes sure you’re climbing the ladder but a leader makes sure the ladder is on the right wall.”

This joke and others like it undervalue the role of managers. They do provide a good contrast though, for what I am referring to here as the managing macro role.

Usually, the point person or driver for an initiative will be the person managing the higher level pieces. If that’s you, don’t get stuck in the details on your to-do list. Don’t forget to check yourself regularly against your larger purpose and goals.

Someone has to do both

Managing the details and maintaining the big picture are both necessary. Don’t neglect them and don’t let yourself get frozen in one or the other. You may fail to achieve your overall objectives.