“The X Factor-Shared Services”: How Multisiters Can Get This Right
Sometimes called Central Support or Central Services, this is the “team of teams” that supports ministry segments across all multisite locations.
Trust me when I tell you, this facet of a comprehensive multisite strategy cannot be over emphasized. A clear plan for shared services is a key component of multisite multiplication. It is one of the X factors that can quickly propel ideas forward or cause huge organizational drag.
Here are some examples of typical shared services teams:
The jobs that these men and women perform are part of the sweet spot of a multisite model. The organization needs to be served by only one of each of the departments listed above. Interpretations of this concept vary across the world as multisite multiplication grows.
I’m taken me back to my micro-econ class when talking about shared services in this way. Check out the definition I chose from www.investopia.com for the concept called Economies of Scale:
(I tried to find the one with the most buzz-words. Feel free to ring a bell in your mind every time you read one)
Economies of scale is the cost advantage that arises with increased output of a product. Economies of scale arise because of the inverse relationship between the quantity produced and per-unit fixed costs; i.e. the greater the quantity of a good produced, the lower the per-unit fixed cost because these costs are shared over a larger number of goods. Economies of scale may also reduce variable costs per unit because of operational efficiencies and synergies.
Let me interpret for the Art majors: “Sharing is caring.” In other words, multisite is going to allow you to reach more people for less by not having to re-invent duplicate support teams at each location. The notion of economies of scale is just one facet of shared services, but in my experience, this probably the most compelling argument as we design the way our teams work together.
Here are some tips to steer your shared services team in the right direction:
Language like that from the platform and team meeting will only reinforce a segmented view of your organization. Some great terms that are out there when referring to the “main campus” are the “Sending Campus”, “Broadcast Campus”, or “Founding Campus.” Handle these terms with care.
Todd Adkins article HERE
Economies of Scale tutorial HERE
Lencioni book HERE
Star Wars Trailer (cause its on my mind) HERE
A coworker of mine sent this pic to me today. (Is there a subtle hint in here for me someplace?)
Leadership ideas permeate our conversations. It seems as though the leadership space is full of charts and graphs, animals and analogies to help fully express the role.
The biblical model for leadership can exasperate even the most avid student of the subject. Biblical Leaders are called to lead through service. Biblical leaders are called to lead like Jesus led.
So which part of the graphic represents biblical leadership most clearly? (I would invite your comments at the bottom of this page)
I will submit, however, that there are times when each apply, but more than that, I'll say that there might be a third "missing" type from the graphic. I WANT TO KNOW YOUR OPINION!
"A SPECTACULAR and CHALLENGING TAPESTRY" // Matt Chandler, Village Church
I faced Leviathan last weekend and made it out alive!
Mark Sayers new book Facing Leviathan, Leadership, Influence and Creating in a Cultural Storm could be one of the most important works of the decade. Let that sink in for a moment.
Not only does Sayers provide strong if not intense narrative scenes from history, he also clearly and efficiently defines underlying themes in our culture that have a direct effect on Christian leadership and the church.
As a pastor, Sayers delicately shares a behind the scenes crisis of faith (or crisis of church) and his remarkable journey with the Lord to reclaim Jesus’s biblical model of leadership.
“For the next fifteen or so years, I lived out the conviction that the postmodern world had changed everything. Through my leadership I would attempt to embody the organic values in a variety of missional movements and innovative plants. Yet, something was amiss. The organic values were not delivering the idealized world that they had seemingly promised.”
In Facing Leviathan, we are transported back to the morass of 18th century Paris, the advent of the Enlightenment, and the counter-revolution of the Romanticists. We are then able to carefully to trace the route that brings us to contemporary struggles such as hipster inner city vs. white suburbs, liberal vs. conservative, indie vs. pop, art-house vs. Hollywood, mall vs. boutique, fast food vs. organic, Microsoft vs. Apple, the Coast vs. the Midwest.
He elegantly groups modern and postmodern leaders into two factions. In one corner of the ring are the “mechanical” people engineering a better world through rigor and rules. In the other corner are the “organics” or artists who have abandoned social and political hierarchies to embrace a bohemian world vision. Sayers remind us that social unrest didn’t start in the 60’s. We are reaping the destructive fruit of what he calls “the chaos monster” in our present day.
If you are a leader who has a deep yearning to know where she is in space and time, Facing Leviathan is a must read. Tread carefully my friend, these are dangerous days.
Purchase Facing Leviathan here today:
or download it (like I did) in the iTunes bookstore.
More from Facing Leviathan:
“It is my deep conviction, as this book will attest, that both the heroic and the genius models of leadership are flawed. Both are compromised and corrupted by the worldview from which they emerged: paganism.”
“The revolt against Christianity that came with the advent of the modern world was, in the words of historian Peter Gay, the rise of modern paganism—a reaching back into the world that predated Christianity. Built upon polytheism and resting upon a myriad of different gods, paganism was a divided house. It could contain both Apollos, a heroic god of power and order, and Dionysius, a creatively chaotic bohemian god of pleasure.”
Follow Mark Sayers:
HOW TO LEAD YOUR TEAM THROUGH COMPLEX PROJECTS
A few years ago my brother and I were able to visit a massive house that was under construction. We stepped through the front door into what would become the foyer with amazed looks on our faces. Not only was the space huge, the complexity of the construction was astounding. Since it was unfinished, we were able to see the way the beams fit together, how the electrical system was wired, and the creative way all the systems worked together. The complexity of the construction and detail work was mind-boggling. I was so impressed.
My brother, however, was not as impressed as I was. Everything I was gawking at was something my brother saw everyday.
My brother was the builder!
His perspective on all the construction was completely different than mine. He not only understood how it all fit together, he knew what steps were left to take to build the thing AND, how it was going to look when it was completed! I am so proud of the brains God has gifted him with!
When we lead our people through difficult or complex projects, it’s essential we know how to break the project down into manageable steps. Here are three things I learned from visiting my brother’s house that day.
1. FORM-WORK: Understand the Project Footprint
Before your team takes on the project, determine the scope and parameters of the thing you are about to take on. Much like the foundation on which the entire house rests, the leader needs to have an accurate idea of the project footprint. Time, team energy, and precious resources are at stake.
2. FRAME-WORK: Recognize the Synergies
The builder needs to know how the puzzle fits together. The project leader needs to also have a proper vantage point to see how each sub-task fits into the entire undertaking. With the right perspective, you’ll be much better equipped to solve problems and to see potential synergies that will give the project a more efficient design.
3. FINISH-WORK: Finesse the details
Finish work separates the “average minimum effort” and the “masterpieces.” This is for both art and engineering. Spending the time to make sure the small details are completed takes your projects from getting an “E” for effort to getting an “A” for awesome. Remember, finishing with time enough time to finesse takes good planning. Make it a team habit to exceed expectations.
Lead on to big things today!
Check out some mind-blowing pics courtesy of Thompson Custom Homes! www.thompsoncustomhomes.com