The Most Effective Organization in the U.S. by Robert A. Watson & Ben Brown

Watson, Robert A., & Ben Brown.  The Most Effective Organization in the U.S.: Leadership Secrets of the Salvation Army.  New York: Crown Business, 2001.

What is The Salvation Army?  Is it a service organization or a church?  Yes.  That is, it is both.  In The Most Effective Organization in the United States, former National Commander Robert A. Watson, with Ben Brown, writes much about the organization’s dual mission of preaching the good news of Jesus Christ and helping needy people.  The Salvation Army would say this is a single mission because they so closely relate saving people with serving them.

The title of the book is taken for Peter Drucker’s praise for the Army.  The authors do not for a moment shy away from the Christian history, motivation and mission of the organization.  Even so, this book is aimed at business and organizational leaders who want their companies to be more effective.

It’s good to start with this focus on mission.  The Army is extremely mission focused.  Everything they do and the way they do it, including how they organize, manage and lead, is done to achieve the mission.  The first lesson in effectiveness is that an organization needs a transcendent mission, something greater than making money that can bring purpose to people’s lives.

Clear mission allows the Army to attract great people.  People need meaning and purpose in life, and finding people with personal missions that align with the organization’s leads to passionate employees.  They’re not just employees, they’re partners.  They also see their clients, often people in very bad situations, as potential partners.  People who have been transformed by Christ and who know the value of the help they received from the Army, when they are on their feet again, are potentially very committed and motivated volunteers, employees and officers.

As one would hope from a Christian organization, the Army places a high value on integrity.  Integrity is closely linked to accountability.  They are very careful to assure that all they do advances their mission.  Likewise, they want their people, especially officers, to live their values.  They also want their constituents to trust that they will deliver on their promises.  The Army careful about accountability.  Their local leaders have extraordinary latitude, but they also have great responsibility and are answerable for themselves and their programs.  They are open and transparent so clients and donors know that the resources entrusted to them are used well.

One of the things that impressed me about the Army is that their commitment to mission and accountability makes it easier for them to say no.  If it doesn’t fit, or if it isn’t sustainable, they let it go.  Even existing programs are not sacred.  If it’s not working, if it begins to distract from the mission, it is dropped even if a lot as already been invested in it.

I enjoyed this book much more that most business books.  I admit it appealed to my own sensibilities.  It’s also a glimpse inside an organization that most people know relatively little about.  The authors explain how the Army accomplishes so much with its resources with so little management structure.  They’re way is adaptable to business, but probably requires a lot more discipline than many top business managers may have.

If you’re interested in this book, you may also be interested in

Revved! by Harry Paul and Ross Reck

Titus

Vital Friends by Tom Rath

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Essentialism by Greg McKeown

I’ve had friends complain about feeling spread thin. They’re doing so many things that they’re doing none of them well. The worst part of it is, they spend a lot of time on things that just don’t seem that important. I’ve felt that way myself.

According to Greg McKeown, there is an answer to this problem, but it takes discipline. He describes it in his book, Essentialism.

The practice of essentialism begins with a mindset. First, you control how you spend your time and energy. If you don’t control it, someone else will. Next, very few things are important. Finally, life is about tradeoffs, and choosing to do some things also means choosing not to do other things.

I other words, you can’t have it all. You can concentrate on the things that matter most. In this way, you can get more value out of what you do while doing less.

The discipline of essentialism begins with applying this way of thinking all the time. McKeown devotes close to half of the book to fleshing out this mindset before moving on to the process of applying it.

Perhaps it should not be surprising that that doing “less but better” involves taking time to think. Because it boils downs to the decisions you make, it’s worthwhile to make time and space to think. You have to know what is important, meaningful and valuable to you before you can start making choices about what to agree too and what to cut out. We get into trouble by saying yes to too many things without weighing the decision first.

You have to discipline yourself to cut out the less important stuff. You have to say no a lot. Perhaps some of the best advice McKeown offers is tips on saying no to people.

Oddly, McKeown doesn’t focus on making things happen in the manner of others writing about productivity. Instead, he suggests clearing the path. Find and eliminate constraints. Protect your time by allowing for plenty of it; be realistic about how much time and energy things really require. Pay attention to what is important right now. In order to spend time on the important things, you need to make space for it and protect that space. Over time, you can build systems and habits that help you.

If you’re interested in this book, you may also be interested

Be All You Can Be! by John C. Maxwell

Developing the Leader Within by John Maxwell
The Difference Maker by John Maxwell 

Genesis

The Power of Habit by Charles Duhigg

Rapt by Winifred Gallagher

The Thinking Life by P. M. Forni

McKeown, Greg. Essentialism: The Disciplined Pursuit of Less. New York: Crown Business, 2014.

The 4-Hour Workweek by Timothy Ferriss

Ferriss, Timothy. The 4-Hour Workweek: Escape 9-5, Live Anywhere and Join the New Rich. New York: Crown, 2007.

The 4-Hour Workweek sounds like a dream only the independently wealthy and part-time retirees can enjoy. Timothy Ferriss has written about how the new rich enjoy independence now, without spending decades saving up for it.

Ferris describes four steps the new rich follow to achieve their lifestyle. They make a handy acronym: DEAL.

The deal starts with definition. You cannot live the lifestyle you want until you clearly define it. The dream-lining method he describes will encourage you to reach out for those big goals now and not wait.

The next step is elimination. The currency of the new rich is time. They ruthlessly cut out anything that wastes time. If it is not what they want to do, or contributing significantly to their income, they drop it. Ferriss applies the Pareto principle that 80 percent of the results come from 20 percent of the effort. The daring step taken by the new rich is actually cutting out the 80 percent of unproductive activity.

Automation is about freeing up time and making money. The new rich are not interested in accumulating wealth. The idea is to have a stream of income that supports your lifestyle without taking up a lot of your time. Ferriss calls these income sources “muses.” They amount to automatic business that run with very little of your direct involvement.



This part of the book focuses on how to lead the lifestyle you want, especially if it involves travel. Ferriss likes to travel and found it is inexpensive to spend extended periods in other countries. There are many temptations to go back to working for works sake and waste time on things that do no contribute to your lifestyle. The new rich do not allow that stuff to draw them away from the liberation they have won.

The bottom line of the new rich is that it is not about having it all. It is about enjoying what you want most.

Quiet by Susan Cain

I am an introvert.  So is Susan Cain, author of Quiet.  I imagine so are many of the other readers of this book on introversion and its strengths as they look to understand themselves and live more comfortably in a world the favors the outgoing.

Cain divides her book into four parts corresponding to four questions about introversion.  What are the roots of the preference for extroversion in the West, especially in America?  Is introversion real, a quality inherent to our nature?  Are there cultures where introversion is preferred?  Finally, how to introvert live in an extroverted culture?

What Cain calls the “Extrovert Ideal” arose with a cultural shift to a focus on personality.  This isn’t personality as a trait as she uses in the rest of the book, but personality as personal forcefulness, persuasion and salesmanship.  This seems to have arisen naturally over time with the rise of industry and our move to cities.  We were less producers and more sellers, and the main thing we had to sell was ourselves.  Cain uses as an example, though the trend started earlier, Dale Carnegie (a Missourian like me).  Carnegie propelled himself from shy farm boy to dynamic people person by mastering public speaking and he built and business that still exists today on teaching people to be more outgoing.

The distinction between introversion and extroversion is more that cultural, though.  There is evidence that inborn physiological difference play a role in these personalities.  Cain discusses research on the subject that  suggest there is a biological basis that at  least partly explains introversion, though life experience likely still plays some role.  There is not a 100 percent correlation between being a “highly reactive” or “highly sensitive” person and being an introvert, but many introverts reading this book will probably recognize themselves in these categories.

Though the Extrovert Ideal prevails in the West, introversion seems to be preferred in the East.  We see this in the quiet studiousness that has become the reputation of Asian-Americans.  Many Asian cultures prefer quiet, reserve, deference, reflectiveness and other traits associated with introversion.  They are seen as wisdom, politeness and respect.

Though extroverts draw most of the attention, and that will likely continue, introverts have strengths that can be useful in organization and society (introverts aren’t antisocial, they just deal with stimulus differently than extroverts).  Introverts are more likely to pay attention to warning signs.  For instance, Warren Buffet predicted the collapse of the internet bubble.  He wasn’t being a bearish pessimist; he was just paying attention to signs that reward-hungry extroverts were ignoring.  Cain found her questioning mind and quiet demeanor made her an excellent negotiator because she could question assertions without seeming overly aggressive.  I’ve often found myself in the role of mediator and negotiator for the same reason; I could listen, sort out what people really wanted, and offer a compromise.

Not only that, Cain offers a path for happy introversion.  We can be true to ourselves and be as extroverted as we need to be to accomplish those things that are truly important to us.  Extroverts can be as quiet as they need to be, too.

Reading Quiet prompted me to think a lot about my introversion.  With a few exceptions (I was never especially afraid of public speaking—it got me out of the crowd of pressing bodies in the audience), I’m a typical introvert.  I may write about it sometime.  I suspect many introverts who read it will find much to reflect on, especially since such reflection will come naturally.  It is a worthy book for extroverts, too, for insight into the many obvious and hidden introverts in their lives, probably a few very close to them.

Cain, Susan.  Quiet: The Power if Introverts in a World That Can’t Stop Talking.  New York: Crown, 2012.

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