The core of a healthy outcome-based organization is its ability to change and pivot.
As Peter Drucker explained,
All organizations need to know that virtually no program or activity will perform effectively for a long time without modification and redesign. Eventually every activity becomes obsolete. We need concepts and measurements that give to other kinds of organizations what the market test and profitability yardstick give to business. 1
When you think about this in your own work, what yardstick are you using to ensure that what you are managing is producing the best possible results?
The beginning of the year is a good time to honestly evaluate if you are content and excited about the state of what you manage. Is it producing the optimal outcomes that you believe are needed?
In my life, ministry, and career I’ve almost always discovered that if I’m able to self-evaluate and critique a program’s performance against what is possible and needed, I can always find room for improvement and change.
As I reflect on the importance of not allowing my work to become stagnant, Matthew 25:21 comes to mind: “Well done, good and faithful servant! You have been faithful with a few things; I will put you in charge of many things. Come and share your master’s happiness!” (NIV)
Let’s be rigorous to strive for excellence. Let’s not be content with good enough. Let’s understand that we’ve been given much to steward and the need to improve, change, and adapt is a God-given calling on us all.
I encourage you to ask yourself the following questions to find possible spaces in which to grow:
Are the outcomes I’m seeing worth the time, energy, and resources I’m investing?
Could I achieve the same, or better, outcomes with a lower investment if I changed something about my process, system, or strategy?
1 Drucker, Peter F. (2009-10-13). The Daily Drucker (p. 6). HarperCollins. Kindle Edition.