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How to Make Your Ideas Spread

By Stephen Blandino on May 9, 2009 in Leadership with 0 Comments

A few years ago I read Malcolm Gladwell’s book, The Tipping Point: How Little Things Can Make a Big Difference. It’s a very intriguing read and really helps you think about how ideas and epidemics spread. Something from his book that has always stuck with me is the concept of Connectors, Mavens, and Salesmen.   

Connectors are people who are well networked. When we are trying to sell a product, launch a new initiative, or gain traction with an idea, we need other people who can help us get where we want to go. Unfortunately, too often we don’t personally know the people who can help us the most–but somebody in our network of relationships does. And when we can get someone in our network to connect us with a key individual in their network, we are able to take strategic steps forward. These “Connectors” have great relationship capital and are willing to introduce you to the people who can help you in the area where you need it the most. 

Mavens are people who have the knowledge you need–and they’re willing to give it to you. This is essential when you’re working to achieve a goal, market a product, or improve a system, resource, or strategy. Whereas Connectors have relational capital, Mavens have knowledge capital. Their knowledge is extraordinarily beneficial and can ultimately help you improve your product, avoid pitfalls, or save a lot of money.

Salesmen are people with influence. They can sell an idea and provide great credibility when they endorse a program or product. Salesmen have influence capital and are often the ones to bring attention to ideas, opportunities, or products that otherwise may have disappeared into oblivion.  

So here are two questions to think about:

1. What Connectors, Mavens, or Salesmen do you know who could help you take a few steps forward with your latest initiatives or goals? Be humble enough to contact them today and ask for their help.

2. Who could you help reach their dreams by becoming a Connector, Maven, or Salesman for them? Why not be a generous leader who adds value to others?

Simple questions that could produce some profound outcomes.

8 Ideas for Creating an Effective Hiring Process

By Stephen Blandino on May 6, 2009 in Church, Leadership, Organizations with 2 Comments

Have you ever made a poor hiring choice? Most leaders have and it can prove to be a great organizational setback. By the time you realize your new hire is not working out, retrain them, get them coaching, work through the process of firing them, and then hire a replacement, it’s not uncommon to lose at least two years of progress. The old saying goes, “hire slow and fire quick.” And leadership consultant, Dr. Sam Chand, asserts that the best time to fire someone is the first time you think of it.

Regardless of how you view hiring and firing, the truth is we all want to make the best hiring decisions. So how do you do that?    The following eight keys are a great place to begin:

1.  Know Why You’re Hiring and What You Need - Our tendency is to hire staff to fill roles that we’ve always had. But when hiring, it is always smart to ask, “Do we still need someone in this role?” “Does the role need to change?” “Can a volunteer or part-time employee fill the role?” “Is there a different role that would add greater value to the organization?” And whatever you do, don’t hire people to fill positions, hire them to fulfill responsibilities. Get clear about what you’re trying to accomplish and then staff around those responsibilities and your growth objectives.

2.  Develop a Multi-Stage Hiring Process – A single-stage hiring process is very prone to mistakes. I would encourage you to consider a multi-stage process with at least four interviews.  Here’s our detailed hiring process at Christ Church.  The four interviews should include:

  • The Character & Competence Interview – This is the first interview and focuses on a candidate’s character, integrity, work ethic, spiritual history, relationship with God, beliefs, abilities, gifts, passions, skills, and experience. The interview gives you an immediate gauge on whether the individual has the ability to do the job and the character and spirituality to start and finish well.
  • The Chemistry Interview – This interview focuses on whether or not the individual “fits” the chemistry of the staff as well as the candidates emotional and relational health. Think this is unnecessary? I once had a pastor tell me he fired someone because they were just plain weird–nobody on the staff liked them. Chemistry is essential to a healthy staff environment.  The chemistry interview should include a focus on core values, ministry philosophy, emotional stability, relational health, emotional intelligence, people skills, and family health.
  • The Compensation Interview – The compensation interview focuses on the financial health of the candidate as well as the financial package of the role being filled. While general financial issues should be addressed in the first interview to ensure you can afford the hire, the compensation interview provides a much more detailed analysis.
  • The Final Interview – The final interview should, if not already conducted, include an on-site visit. If the role is a key position in the organization, it’s best to have more than one on-site visit. This interview allows key leaders, staff, and board members to meet and interact with the candidate face-to-face.

Not every candidate will make it through all four interviews. Frequently it only takes the first interview to realize there is no need to move forward.

3.  Involve Different Leaders in the Interview Process – This is one of the biggest mistakes leaders make. Too often the interview process is limited to the human resource director, the leader of the nonprofit, or the senior pastor of the church. The problem with limiting the interview process to one individual is that it often leads to emotional or “mercy” hires. Each of the four interviews should be conducted by different people. This will help you consider the candidate objectively and will help you catch any red flags. It also saves the senior leader an enormous amount of time because they only interview candidates that are considered the very best.

4.  Reserve the Senior Leader’s Interview for the End – If you are the key leader in the organization, your interview should be the last. This will keep you from influencing others involved in the interview process and, again, will keep you from making a hire because you “like” the person. Emotional hires or mercy hires rarely work out. I can still remember one candidate that went through all four interviews at Christ Church before we pulled the plug. So what was the problem? While we all really liked this candidate, there were some red flags during the process. One of our staff nailed it when he said, “We’re all trying too hard to find a reason to hire this candidate.” We liked him so much that we were tempted to overlook the red flags. That settled it and we moved on. Emotional hires are often made when the likability of an individual gets in the way of their character or competence. Incorporating multiple interviews and saving the senior leader’s interview for the end will help guard against this.

5.  Make Reference Checks – This is a no-brainer but is still necessary to point out. Make multiple reference checks and if at all possible contact people not listed as references on their resume. Always ask, “Would you hire this individual if you were in my shoes? Why or why not? If not, who would you hire?” And if they have worked for the reference, ask, “Would you hire them all over again if the role was open on your staff?” Push for honest answers.

6.  Utilize Assessment Tools – Quality assessments usually don’t lie. Consider using a strengths assessment, personality assessment, spiritual gifts assessment, emotional intelligence assessment, and leadership style assessment. The results of the assessments will help you determine if the individual is a fit for the job and if their values connect well with the organization’s values.

7.  Include Appropriate Orientations – When a new hire is made, be sure appropriate orientations are made to cover issues such as policy and procedures, equipment usage, goals, personal growth planning, forms, financial issues, insurance, insider language, etc.

8.  Put Your Hiring Process in Writing – Having the process in writing will help you systematically follow it. You might even turn your process into a checklist.

These are just a few suggestions to get you pointed in the right direction.  Again, Here’s our detailed hiring process at Christ Church for additional ideas.

 

Coaching: Taking A.I.M. at Potential

By Stephen Blandino on May 5, 2009 in Leadership, Personal Growth with 1 Comment

The idea of coaching has gained momentum for several years.  As ministry and organizational life become increasingly complex, more leaders are turning to coaching as a key to accelerate their performance.  However, leaders often let the coaching end with themselves.  I would challenge you to begin investing intentionally in emerging leaders around you, helping them grow to their full potential.  So what exactly does a coach do?  Great coaches take A.I.M. at Potential–they provide Assessment, Insight, and Motivation.

Assessment – Coaching begins when an individual’s performance, character, skills, strengths, and weaknesses are adequately assessed.  You cannot effectively coach someone if you do not understand their current reality.  And you cannot help a person reach their potential if you do not understand their capacity in key areas of life.  By asking thoughtful questions, administering strengths assessments, and/or watching performance, you will quickly glean the information necessary to accurately assess an individual’s strengths and gaps. 

Insight – Following an accurate assessment, coaches provide valuable insights that will help a leader grow, improve, and accelerate.  This process can take place three ways.  First, the coach asks good questions–this is typically the best coaching tool.  Most people will come to the right conclusions about growth steps when a coach asks the right questions.  Second, coaches provide perspective.  As a person is coached they will share ideas, strategies, and practices they believe they should pursue.  As a coach, your job is to help leaders process these ideas, serve as a sounding board, and provide perspective.  Third, coaches offer insights that serves as the missing ingredient to success.  Coaches must be careful not to prematurely jump into “answer mode.”  Asking questions and providing perspective should be pursued first so the individual can learn to think for themselves and identify solutions best for their context.  However, there are times when a leader hits a sticking point and the coach needs to offer ideas and best practices.  This is especially true in formal coaching relationships that revolve around professional matters where the individual is seeking specialized expertise.

Motivation – Finally, a good coach serves as a motivator–someone on the sidelines cheering on the individual as they implement new ideas and pursue growth in essential areas of life.  Coaches that cannot encourage people will never inspire them to keep going when things get tough.  Great coaches balance the right amount of motivation with appropriate accountability–they encourage the people they coach without endorsing excuses.  

I’ll say it again, great coaches take A.I.M. at potential.  They provide Assessment, Insight, and Motivation.  It’s really not all that difficult when you think about it.  All of us have helped people gain perspective on their strengths and weaknesses (ASSESSMENT), asked questions and offered valuable thoughts and ideas (INSIGHT), and come alongside to encourage them in the journey (MOTIVATION).  So who are you coaching today?

Who’s Your C.D.O (Chief Destruction Officer)?

By Stephen Blandino on May 4, 2009 in Leadership with 0 Comments

One of the organizational challenges facing established leaders and/or established organizations is the complexity that often comes with growth.  We’re great at starting new initiatives but not so great at ending irrelevant or outdated programs.  Our aggressive “to do list” needs an equally aggressive “not do list.”  Steve Moore, President and CEO of the Mission Exchange, provides some great perspective on this issue in his latest vlog, “Who’s Your C.D.O. (Chief Destruction Officer).  

Six Questions to Ask Before Launching a New Initiative

By Stephen Blandino on April 27, 2009 in Leadership, Organizations with 0 Comments

Launching new initiatives in a ministry or organization can be exciting. So how do you determine what to start? Because there will always be more opportunities than time, energy, and resources, focus is absolutely essential. To help you find focus when navigating the idea jungle, consider six filtering questions when choosing new initiatives to launch:

1.  Does it advance God’s Kingdom? This is the end all question. If the new work does not contribute positively to the advancement of God’s Kingdom, it should be a “no go.” Unfortunately, many initiatives advance personal kingdoms rather than walking in step with the work God is up to in the world.

2.  Is it in alignment with our vision and mission? Strategies without alignment are nothing more than black holes for time, money, and talent. You must be able to clearly connect the dots between a new initiative and the organization’s vision and mission. You will undoubtedly be tempted to stretch or force it to make it fit. It’s amazing how we can convince ourselves that a good idea is a God idea when, in fact, it may be nothing more than a great idea for somebody else’s church. Remember, vision and mission are the big rocks in the jar. Don’t fill the jar of your leadership with the pebbles of neat ideas and fail to leave room for the God ideas that will help you fulfill God-inspired vision.

3.  Do we have, or can we acquire, the leadership to drive it?  When we fail to answer this question, guess who ends up driving the new initiative–YOU. That’s why creating a leadership pipeline is so important.  

4.  How will we get the resources to effectively launch it? Notice I didn’t say, “Do you have the resources to launch it?” You will never feel you have enough money and volunteers to start something new. The resource challenge, as Bill Hybels observes, is where a leader’s mettle is tested. One of the greatest keys to the resource challenge is to prioritize your initiatives.  

5.  Will the initiative compete with existing ministry or create sideways energy? The tendency is to launch many ministries a mile wide and an inch deep rather than honing in on a handful of initiatives that will make the deepest impact. Launching too much too soon tends to create not only a resource drain on the organization, but an emotional drain as well. Andy Stanley warns of the dangers of sideways energy. Sideways energy occurs when ministries compete with one another or we manufacture enthusiasm about programs that we’re really not all that excited about. In other words, we tell everybody to get involved, but deep down on the inside we wish we didn’t have to get involved ourselves. I’m sure you can think of a few ministries or initiatives in your church or organization where you manufacture energy.

6.  Is it sustainable? Many leaders are great starters but horrible finishers. That’s why it is so important to press pause on your excitement about new programs and ask yourself, and those you lead, “Is this new initiative sustainable?” Launching without finishing never does much long-term good for the Kingdom.  

Think about a new ministry, program, or initiative you would like to launch and use the six questions to filter whether or not it’s the right initiative to launch. Because leaders are typically emotionally tied to their ideas, it’s usually best to answer these questions with a core team that will shoot straight with you. 

Leadership Failure or Failed Leadership

By Stephen Blandino on April 23, 2009 in Leadership, Personal Growth with 2 Comments

Perhaps the greatest fear for leaders today is failure.  Unfortunately, we often equate a “leadership failure” with “failed leadership.” Sound like a technicality of terms?  A leadership failure means you made a poor decision, risked and lost, or tried something new that simply didn’t work.  It typically comes with a big slice of humble pie.  But “failed leadership” indicates a complete leadership meltdown–it’s a loss of character, a growth plateau in competence, a compromise in conviction, or a retreat from courage into comfortable safety.  

“Leadership failure” and “failed leadership” may sound like a slight terminology tweak, but the difference is anything but.  The problem is, when we equate a “leadership failure” with “failed leadership” we retreat to our predictable world of mediocrity.  We stop growing, innovating, creating, and pushing ourselves outside the safety of routines.  Our image becomes our idol and innovation becomes our enemy.  

In their book, A Leader’s Legacy, Jim Kouzes and Barry Posner said, “If you’re not willing to fail at what you do, you’ll never become great and you’ll never innovate” (p. 164).  Did you catch that…”If you’re not WILLING to fail…”  In other words, failure has to be an option in your leadership landscape.  It’s not that you want to fail or intentionally choose to fail, but to paint a leadership picture without risk is the equivalent of building your organization on the worn out ideas of yesterday.  The result–”You’ll never become great and you’ll never innovate.”  

So what’s your failure tolerance?  Are you willing to risk so that you can innovate a better tomorrow?  So that you can lead your church, ministry, or organization to a new level?  So that you can fulfill God’s call on your life?  So that you can change the slice of the world God has called you to serve?  Or will you conclude your life and leadership on auto pilot?  

Is failure risky?  Sure it is–but no more risky than the retreat to safety where we stop trusting God because our fear of failure squelches God’s call to change, risk, and courageously lead.  It’s important to understand that failure and success are bedfellows. Michael Jordan said it best: “I’ve missed more than nine thousand shots in my career.  I’ve lost three hundred games.  Twenty-six times I’ve been trusted to take the winning shot and missed.  I’ve failed over and over again in my life.  And that is why I succeed.”  

I would rather have multiple leadership failures than be a failed leader.  If your heart is right, you walk humbly with God, you are honest about your mistakes, and you treat others with respect, people can often find it within themselves to forgive you for a leadership failure.  But failed leadership is different–it defines your legacy. 

How to Capture a Vision

By Stephen Blandino on April 16, 2009 in Leadership, Personal Growth with 1 Comment

One of my favorite leaders from Scripture is Nehemiah. His story is quite remarkable and offers enough lessons to keep any leader fully engaged. I’ve been reading his story (again) and one of the greatest lessons is found in Nehemiah 1 when the dream was birthed in Nehemiah’s heart to rebuild the wall around Jerusalem. I’ve often asked myself, “How does a person capture a God-given vision?” I believe Nehemiah’s story provides five great insights:

1.   Ask Questions – In the opening verses of chapter one, Nehemiah asked his brother, Hanani, and some Jews traveling with him, about the conditions in Jerusalem. This process of asking questions unlocks the door to vision…and quickly leads to the second step.

2.  Gain Awareness of Needs and Problems – After asking about the conditions of Jerusalem, Hanani and his companions  told Nehemiah, “The exile survivors who are left there in the province are in bad shape. Conditions are appalling. The wall of Jerusalem is still rubble; the city gates are still cinders” (V. 3 – The Message). When you ask questions, you invariably discover needs to be met and problems to be solved. That’s what vision is all about–it’s a heart-capturing solution to an existing need or problem. If you want to get a vision, put yourself in places that will disrupt your comfort zone.

3.  Feel the Weight of the Need or Problem – Verse four begins, “When I heard this, I sat down and wept.” The need in Jerusalem was not a small issue. And when Nehemiah met with the king, the king immediately noticed his heaviness of heart. Nehemiah felt the weight of the need at hand. The problem in Jerusalem was almost overwhelming and something had to be done. As Andy Stanley (1999) says, “Anyone with a vision will tell you this is not merely something that could be done. This is something that should be done.”  (p .17).  And that’s how Nehemiah felt–fixing the problem in Jerusalem was a should not a could.

4.  Fast and Pray – Nehemiah’s immediate response to the news was to spend time fasting and praying. I believe fasting and prayer is where leaders gain four things:

  • First, they are able to discern a burden from a calling. Everybody is burdened when they see needs such as poverty, injustice, disease, abuse, and any number of rising global challenges. There are so many needs that feelings of paralysis can easily overtake us. Fasting and praying helps a leader sort through the ocean of need and drop anchor on the issues God has called them to serve.
  • Second, prayer and fasting helps leaders clarify the “what” of the vision. It enables leaders to bring the vast need into clear focus.
  • Third, prayer and fasting causes leaders to reflect on their own shortcomings and take responsibility for anything they’ve failed to do in response to the need. Repentance was an important part Nehemiah’s prayer.
  • Forth, prayer and fasting helps leaders understand their “next steps” in pursuing the vision. Nehemiah asked God to make him successful as he took the step to meet with the king.

5.  Act Courageously – Nehemiah knew that vision without action lacks traction. And the big separator between dreaming and doing is one word–courage. It requires an initial courageous act for vision to work itself out of our heart and into our hands. For Nehemiah, that required a meeting with the king where he expressed the need, shared his vision, and requested assistance to pursue it.

What’s your vision? Start asking questions, opening your eyes to the needs around you, letting those needs permeate your heart, seeking God, and acting courageously. The world is waiting!

Are You Doing Ministry From Memory?

By Stephen Blandino on April 11, 2009 in Culture, Leadership with 5 Comments

A few months ago I read Craig Groeschel’s new book, It: How Churches and Leaders Can Get It and Keep It.  In the book, Groeschel says “IT” is what God does through a rare combination of passion for His presence, a deep craving to reach the lost, sincere integrity, Spirit-filled faith, down-to-earth humility, and brokenness.  He then articulates a number of qualities that contribute to “it” in a local church including vision, divine focus, unmistakable camaraderie, innovative minds, willingness to fall short, hearts focused outward, and Kingdom-mindedness.  Throughout the book, Groeschel also highlights a handful of churches that God is using.  One of them is National Community Church.  He says, “The leaders of NCC fight against becoming what they call a closed system.  They never want to limit their learning to what they know.  The leaders of this innovative church refuse to do ministry from memory.”  


I love that statement!  Are you doing ministry from memory?  

Are the well-worn ruts of your methods leading to a slow death?  Here’s a wake-up call–leaders LEAD.  The responsibility falls on the shoulders of leaders to lead their churches and organizations out of the well-worn traditions that are ending in a slow death.  Even Jesus told the Pharisees, “You nullify the word of God for the sake of your tradition” (Matthew 15:6).  Stop doing ministry from memory.  Pray!  Dream!  Listen!  Learn!  and then LEAD.  Too much hangs in the balance to do ministry from memory.

And by the way…if you’re spiritually dry, the last two chapters of Groeschel’s book will rock your world in a big way.  

The Six Keys to Time Management – Part 3

By Stephen Blandino on April 6, 2009 in Leadership, Personal Growth with 0 Comments

My last two posts have examined four ingredients to time management: Purpose and Values followed by Roles and Priorities. Purpose and Values are the ultimate compass for how to invest your time. When you understand your purpose and values, you can strategically pursue the right roles that will help you best fulfill your purpose and live out your values. And as you clarify or acquire those roles, you must establish clear priorities for each role that focuses on your strengths. So what’s next? There’s two final keys to effective time management–Planning and Boundaries.  

Planning and Boundaries focus on the “how” of time management. Planning employs an effective system to help you strategically plan the use of your time. Boundaries are the parameters you establish to ensure your time is not abused and important values are not violated. So how do you establish Planning and Boundaries?  

Here are several “PLANNING” considerations:

  • Secure an Effective Time Management Tool – Whether it’s Microsoft Outlook, iCal, or any number of tools, find what works best for you. The only “right” tool is the one that works for you.
  • Enter Start Dates at the Beginning of the Year – Begin each year by entering start dates for your key goals and initiatives. This will allow you to forget your goals without forgetting to achieve them–because your calendar will remind you when to get started.
  • Have a Weekly Meeting with Yourself – Set aside 15-30 minutes at the beginning of the week to plan your week, schedule priorities, organize your workspace, and organize your inbox.
  • Understand Your Personal Rhythm – Everybody has peaks and valleys in the flow of their day. When you understand your most productive times, you can allocate your high energy moments to your most important tasks. 
  • Maximize Downtime – It’s the loss of 10 minutes here and 15 minutes there that really adds up to major loss of time. Consider having a 10 minute stack for those in-between times when a meeting ends early and the next one doesn’t start for 15 minutes. Keep a book in your car for those times when you arrive early or find yourself waiting on somebody. Program key numbers into your cell phone so you can make quick calls during down times.  
  • Schedule Appointments Back to Back – This will enable you to start and end appointments on time.
  • Avoid Time Wasters – Things like hallway conversations, unorganized workspace, and fruitless technology can consume large amounts of time.
  • Work Off-Site – Sometimes the best way to get things done is to work where you will be free of interruptions.
  • Delegate and Outsource – Delegate everything that falls outside your strengths, can be done by somebody else 80% as well as you, or is a waste of your time. Build a volunteer base who can assume various tasks. Furthermore, outsource when possible.
BOUNDARIES are the final key component in time management. Without boundaries, somebody else will determine how you spend your time. To help you establish clear parameters for the use of your time, consider the following:
  • Conduct a Time Management Audit to Identify Your Greatest Time Management Pitfalls – In what areas of life do you most often violate the use of your time? Is it at work, with your family, in your volunteer roles, or somewhere else? A 7-day time audit will help you discover exactly how you spend your time.
  • Determine the Root Cause of Your Pitfalls – What often drives imbalance with time is one word–FEAR. We allocate disproportionate amounts of time to certain areas because we’re afraid what will happen if we don’t. For example, we  work long hours because we’re afraid we’ll let the boss down or bring in lower results this quarter.
  • Identify Clear Boundaries – Determine what you must do in order to set a boundary that will help you get your time in balance.
  • Pursue Accountability – Chances are you won’t be able to maintain your boundaries without somebody else asking the hard questions. If you’re married, ask your spouse what your boundaries should be–and don’t blow up when he or she tells you.
  • Take a Regular Day Off and Use Your Vacation Time – God did not make you to work seven days a week. Violating this boundary will only deteriorate your health and sabotage your family life.
Time management minus planning and boundaries equals an unbalanced life. These are the practical day-to-day aspects of time management. But let me emphasize, planning and boundaries without purpose, values, roles, and priorities only leads to efficiently accomplishing the wrong things. But when all six ingredients are present, time is truly maximized. 

The Six Keys to Time Management – Part 2

By Stephen Blandino on April 2, 2009 in Leadership, Personal Growth with 1 Comment

In my last post I noted that Purpose and Values are the foundation of time management. Without them, people efficiently do the wrong things. However, understanding purpose and values is not enough. The next two ingredients to effective time management are Roles and Priorities. The truth is that my life purpose and my core values will only be fully realized if I’m investing my time in roles that facilitate their fulfillment. In other words, WHERE I serve (my roles) and what I DO in those roles (my priorities) will determine how well I fulfill my life purpose. Knowing my purpose without have a major role through which I can fulfill it (regardless of whether its a volunteer or paid role), will only leave me frustrated. At some point my roles must be aligned with my purpose and values. Typically roles can fall into one of five areas–what I call C5 Roles:

  • Church – Any serving role that is connected with a local church fellowship and is aligned with its vision.
  • Community – Any serving role in the community, neighborhood, or home that makes a difference for others.
  • Campus – Any serving role on a local school or college campus that makes a difference for the teachers, students, administration, or campus.
  • Career – Using any career role or job intentionally to help others.
  • Cause – Any serving role that promotes a cause in the world you are passionate about.

Once you secure a role, you must ensure that you’re spending your time on the top 3-5 priorities that are most important in that role. Doing the wrong things in the right role doesn’t get you very far. To help you determine which priorities deserve your greatest amount of time, John Maxwell offers seven helpful questions: 

  • What are you recognized for?  (those areas in your roles that others say you do well)
  • What is required of you?  (those things in your job description)
  • What are you requested for?  (those things in your roles that others request you to do because they are strengths for you)
  • What are you rewarded most highly for?  (those things in your roles others reward you for because you do them so well)
  • What produces the greatest results?  (those things in your roles that have the highest return on your investment of time)
  • What do you rejoice over?  (those things in your roles that bring you the greatest personal satisfaction)
  • What do you want to be remembered for?  (those things in your roles you want others to remember you for long into the future)
These questions will stimulate you to create a narrow list of priorities that should be the focus of how you invest your time in each of your roles. Time management minus roles and priorities equals an unfocused life. So let’s review–first, identify your purpose and values. Second choose a role(s) that is aligned with your purpose and values. Third, settle on your most important priorities in each role that will help you fulfill your purpose and live out your values. Are you seeing a pattern here? Rather than asking, “how can I get more done in less time?”, you’re tackling the biggest issues first and then aligning everything around them.  
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