Slow Is The New Fast

One of my mentors used to always say, "Time is your friend."  He said this to help me and other leaders value seeing change happen over time and to be patient as we led.  Young leaders want the whole enchilada now, but a smart leader is willing to plod along and do what's necessary to see change happen, even if it appears slow.

I heard it put a similar way when I was being trained as a new campus ministry leader.  My teachers there said, "Slow is fast and fast is slow."  Fast means charging ahead without your due diligence of strategic planning and working a decision-making process.  It's fast, but at some point it becomes slow either because you did not properly plan for issues that come up or you did not properly align your team.  So, the project comes to a screeching halt and might not ever get off the ground again because you've lost faith with your team.

The slow way means involving key stakeholders (students, other staff, etc.) in on the original planning and decision-making processes.  It takes time, but your buy-in curve will go way up.  And, when significant buy-in happens, everyone on your team starts to pull the weight and that "slow" becomes fast.  It also involves working a planning process.  "If you fail to plan, you plan to fail" as the old adage goes. 

So, before you as a leader go charging ahead with some new strategy or plan, consider taking the slow lane.  Slow down and take the time to make a plan, involve people, and do your due diligence.  You'll be amazed at how fast you end up going.

Comments

[Aaron B]

Funny how this seems to fly in the face of the really quick "WinBuildSend" campaign. I think sometimes CCC forgets that "time" is in our own growth model.

[Benson Hines]

This is really, really important and really, really good. Thanks for posting it.

A related adage I've heard that I like to pass on to new guys and gals in college ministry is that you'll be surprised at what you don't get accomplished in one year, and what you DO get accomplished in five.

[Bob Fuhs]

Aaron,

I hear you. I think there is value in a short campus campaign, while at the same time keeping a long view in mind. If we do that, it puts those short campaigns in perspective.

See you in a couple days in Denver!

Bob

[Dave Goffeney]

Hey Bob, you're going to Denver? Great, i'll be there too. I really appreciate this post... What do you think about the tension of bringing people into decision-making, but also being willing to establish a vision that we call people into, when some don't want to, or aren't really able to think critically and help make the decisions? See you soon -Dave

[Bob Fuhs]

Great question Dave! The simplest answer is that you need to bring the right people in on the right decisions at the right time. For example, your freshmen won't be able to think critically about your small group structure, but they would do a great job thinking through how to create a bonded freshmen class.

It's more art than science in leading. The challenge is to learn from your mistakes on either end of the involvement spectrum and adjust accordingly.

[Minjae Lee]

hey bob, this was a really cool post--i think the buy-in idea is very important for any organization, whether it be cru or even big companies.

although, i do have to say, there is something to be said about trudging though when you're right, even if there are disagreements.

hope you're doing well!

minjae