Thursday, December 22, 2005
Poll: Americans Need High-Tech Gadgets
Do you need your gadgets? I'm pretty dependent on mine for communication. That makes it even more essential for me to plan in time for reflection - daily, weekly, monthly, and annually.
"'Our culture is about distraction, numbing oneself,' said David Greenfield, a Connecticut psychologist who specializes in high-tech issues. 'There is no self-reflection, no sitting still. It's absolutely exhausting.'"
"'Our culture is about distraction, numbing oneself,' said David Greenfield, a Connecticut psychologist who specializes in high-tech issues. 'There is no self-reflection, no sitting still. It's absolutely exhausting.'"
Wednesday, December 14, 2005
Even Healthy Churches Need to Change
Some helpful thoughts from an article in Leadership Journal. I am committed to intentional, appropriate change in order to be an effective communicator. Are you?
"Our people are constantly changing. As Howard Hendricks put it: 'God never called us to teach the Bible. He called us to teach people the Bible. So study your Bible, but before you teach it, make sure you also study your people.' Every generation and every culture demands change, especially today.
At this point, some are no doubt thinking that the church has already changed too much and that change is actually the problem, not the solution. Not all change is good change. In my book, Less Is More Leadership, I state: 'The best change happens when you first decide what will never change.'
The majority of churches in America are plateaued or dying for one of two reasons: (1) because they change what they should never change, or (2) because they refuse to change what they are free to change. The message and the mission should never change, yet our methods must flex to remain effective."
"Our people are constantly changing. As Howard Hendricks put it: 'God never called us to teach the Bible. He called us to teach people the Bible. So study your Bible, but before you teach it, make sure you also study your people.' Every generation and every culture demands change, especially today.
At this point, some are no doubt thinking that the church has already changed too much and that change is actually the problem, not the solution. Not all change is good change. In my book, Less Is More Leadership, I state: 'The best change happens when you first decide what will never change.'
The majority of churches in America are plateaued or dying for one of two reasons: (1) because they change what they should never change, or (2) because they refuse to change what they are free to change. The message and the mission should never change, yet our methods must flex to remain effective."
Monday, December 12, 2005
Business Trends of 2005 - the Experience Economy
This trend in business marketing is also a reality in our mentoring networks. We are providing an environment more than we are providing any content or learning. The inspiration and encouragement leaders gain from the peer relationships and coaching relationships open the door for insight and implementation. More than communicating the curriculum, the facilitator/coach is attentive to creating a conducive environment for the relationships that lead to growth.
"Companies used to focus on making new, better, or cheaper products and services--and then selling them in the marketplace. Now, the game is to create wonderful and emotional experiences for consumers around whatever is being sold. It’s the experience that counts, not the product. While that business model has long been the preserve of cult-like brands such as Starbucks and Apple, it’s fast becoming the norm in all industries. The goal: to build communities of passionate and loyal consumers.
"Think of the emphasis on a consumer’s individual experience as a final blow to the notion of mass marketing. It’s the next step beyond customization of what you make--to shaping people’s emotions with what you make. After all, customers aren’t just paying for a cup of coffee at Starbucks or, say, simply doing transactions at Umpqua Bank. They’re paying admission to a club--one that delivers something to satisfy the soul. What management thinkers B. Joseph Pine II and James H. Gilmore first identified as The Experience Economy several years ago has finally come to pass."
"Companies used to focus on making new, better, or cheaper products and services--and then selling them in the marketplace. Now, the game is to create wonderful and emotional experiences for consumers around whatever is being sold. It’s the experience that counts, not the product. While that business model has long been the preserve of cult-like brands such as Starbucks and Apple, it’s fast becoming the norm in all industries. The goal: to build communities of passionate and loyal consumers.
"Think of the emphasis on a consumer’s individual experience as a final blow to the notion of mass marketing. It’s the next step beyond customization of what you make--to shaping people’s emotions with what you make. After all, customers aren’t just paying for a cup of coffee at Starbucks or, say, simply doing transactions at Umpqua Bank. They’re paying admission to a club--one that delivers something to satisfy the soul. What management thinkers B. Joseph Pine II and James H. Gilmore first identified as The Experience Economy several years ago has finally come to pass."
