One of the biggest lies any organization can believe is the lie of one hundred percent efficiency. It’s just not possible. And management personnel often try to get that kind of efficiency with those people that they have. The harder they try to build efficiencies the more inefficient, unhappy, and irritated those working within that management style become. If that issue remains uncorrected by leaders, those working under that structure will give up, quit, and leave; they become burned out by the busyness of becoming more efficient. Moving towards efficiency is similar to approaching the speed of light, as you approach it, it gets harder and harder to reach. And yet, the illusion of efficiency is powerful. That’s what I’d like to talk about in this post.
One of the leadership lessons I’ve learned is that efficiency doesn’t solve every problem. Some of those issues we face require different approaches. Getting more efficient, working harder, gaining additional working capital can only solve certain problems. Oftentimes, we have to approach an efficiency problem and ask the question: Is our efficiency really the problem? Usually, increasing efficiency, getting others to work more efficiently, and prioritizing things will only get us so far. But there’s only a maximum efficiency we can get. We must ask: What is a reasonable expectation of our efficiency or others efficiency? 50%? 75%? 85%? 100%? What is our maximum efficiency? Further, should we try to reach maximum efficiency?
Research shows that maximum efficiency is 85%. Further, it’s suggested by that same research the optimal regular operating efficiency one should pursue is 80%. That’s optimal operating efficiency. Further, we need to understand — both maximum and optimal efficiency can only be maintained for short intervals. And it will always go down from there. There must always be periods of rest while seeking optimal operating efficiency. And those periods of rest should be planned for. Instead of setting meetings for 30 minutes they should be set for 25 minutes to allow 5 minute breaks to move, walk around, stretch, and so forth.
“Getting better and doing better aren’t the same thing. The one focuses on efficiency, the other on results.”—Scott Wallis
Rick Joyner wrote an excellent book on leadership discussing the difference between leaders and managers. Managers move towards efficiency, it’s what they strive for. Leaders move towards results. That’s a significant difference between personality types. Managers seek to gain the most of every situation. And that’s good. Leaders seek to achieve the best results in every situation. Leaders recognize this fundamental truth: Results matter — in business, in ministry, and in life. Managers often fail to see the end result — in business, in ministry, and in life. Two different approaches. Both approaches are needed. The one cannot operate without the other. And yet, there’s a divine tension between them. Where the one fails, the other succeeds…and visa versa.
General George S. Patton was a great general in World War II. In fact, it’s arguable that without him World War II might have been lost. He was a leader. He demanded results. Nevertheless, one of his most infamous incidents is kicking a traumatized man out of the tents where injured soldiers were. He thought the man a coward. It cost him his command. He was sidelined in what was possibly his greatest moment. Omar Bradley, his understudy, a great manager, was put in command. Two different approaches to war by two different men. The one recognized for his military brilliance, the other operating in the shadows overtaking the other’s brilliance with his consistency. The race horse versus the mule, the hare versus the tortoise, and the leader versus the manager…each are important and each have their place.
For managers, their great strengths are bringing people together, caring for those they lead, getting the most from people they can through efficiency. Yet, their greatest strengths are also their greatest weaknesses. People around them can become bored, lazy, complacent, and complaining. Moses was a great manager…humble, caring, and praying. But he didn’t take Israel into the promised land. Joshua did. Joshua was a born leader; he was the great general who served at Moses side. Both were needed at specific moments. Moses to deliver the people from the bondage of Egypt; Joshua to lead them into the promised land. And each had their time, place, and opportunity to shine.
Besides Patton, Steve Jobs is another perfect example of a leader — He acted to “get er done” to bring what we take for granted today — Apple iPads, iPhones, iPods. That’s where Apple’s newfound success came from — a new idea of products that never existed before. Apple started as a computer company, was unable to beat IBM in that space, and, through innovation, created an entirely new space for products that never existed before. That’s who Jobs created a new space. Prior to Jobs, that new space didn’t exist. He brought it into existence. He envisioned it. It was hard. People got hurt. He was seen as a man who didn’t care. He did. Leaders are often seen through the lens of harshness, due to their desire to get things done — sometimes, at all costs.
The Apostle Paul was a leader; Barnabas was a manager. The Apostle Paul could be demanding and determined; the Apostle Barnabas was caring and consoling. Eventually, their different leadership styles brought division between them. John Mark had left them on their first missionary journey, nevertheless, the Apostle Barnabas wanted to bring him on their second missionary journey. The Apostle Paul would have none of it. He thought what John Mark did in leaving their first missionary journey unacceptable and tantamount to going AWOL (absent without leave). Scripture says, “Paul and Barnabas disagreed so sharply that they parted ways.” Acts 15:39, God’s Word Translation.
Managers and leaders bring different perspectives. Managers focus on efficiency; leaders focus on results. And ultimately, we need both. Yes, we need efficiency, even if we’re unable to reach 100% efficiency. But efficiency that doesn’t produce results is ineffective and foolish. At the end of the day, it’s not only how we do something that matters, it’s also what we actually accomplish that matters. Jesus said, “Let your light so shine before men, that they may see your good works, and glorify your Father which is in heaven;” Matthew 5:16 KJV. Here, Jesus compares our light to the good works we do. Jesus, too, did good works to demonstrate who He is. He said, “the works that the Father has given me to finish—the very works that I am doing—testify that the Father has sent me.” John 5:36, NIV.
Our works speak of who we are. How we do what we do testifies to who we are. What we achieve is the fruit of our lives. Jesus is looking for the fruit of our lives, the testimony of our character, and the forging process by which we become who He has called us to be. If we focus solely on efficiency, we may very well miss the opportunity set before us. If we focus solely on the results, we can easily miss the joy of our journey in life. A well lived, well balanced life is focused on results and how we achieve the results we achieve. Getting better and doing better aren’t the same thing. The one focuses on efficiency, the other on results.
And there’s the illusion of efficiency: If I do more, work harder, push others, I can increase the efficiency and productivity of those around me. Further, though doomed to fail, it can work for a period of time. Nevertheless, it causes great harms to those we try to push to 100% efficiency. It doesn’t work! It has never worked! And it will always yield decreasing results, alienate others, and cause long term harms to any work, including the work of God.
Sometimes, we need to work harder. Sometimes, we need to work smarter. Sometimes, we need to innovate. Sometimes, we need to create something brand new. Knowing when, where, how, why, and what is what determines our successes. Failing to discern those things lead to failure.
In my opinion, the Church is filled with good managers. Leadership, real leadership, is rarer. And what is lacking in the Church is visionary leadership that brings innovation — in the message, in our methods, and discerning our mandate — “Go therefore and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, teaching them to observe all that I have commanded you. And behold, I am with you always, to the end of the age.” Matthew 28:19, 20, ESV. That’s where the future success of the Church lay.
May God bring the changes we need to reach our world today! Amen!
Let Us Pray!
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