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The Purpose of Management

I've spent the past several months having increasingly deeper conversations with entrepreneurs and business owners. It's been an enlightening, joyful honor for me.

Observing these businesspeople is humbling. Most of them have a highly defined sense of purpose.

Here's one way of describing what I am seeing.

Guess What? It's Lutheran.
I heard this first when I taught creativity to MBA candidates at the Capital University Graduate School of Management. (This was years ago, before I came to Ohio State.)

The dean of the business school, Lisa Dolin, informed me that Capital University was founded by Lutherans, based on Lutheran ideals. And, if memory serves, she described a fundamental Lutheran mission like this:

The Lutherans recognize that we are more effective in some roles than we are in others. Some people are best at making shoes. Some people are best at dancing in those shoes.

So it is the purpose of education to help each person find his or her most productive role. Because, if we are all at our most effective, doing the thing that we are most meant to do, doing the thing that we do the best, doing the most important work of our careers, then we will — as a human population — really be moving the world forward.

We will truly be completing the act of creation.

Is that really Lutheran?
So I'm told. But I think even the Lutherans would agree — with delight — that this is a universal ethic. It would be universally beneficial if universally applied. And where it is not applied, it ought to be.

I might have added that last sentence, about finishing the act of creation. (I always try to worm that idea in.) But, it's fair to say that this world — as we have it now — is surely not finished. One only needs to look at the front page of the newspaper to realize that.

So What Is Management?
Management is helping our employees — and customers and families — identify their most important roles. And then helping them to focus on that work. The work of their careers.

Everyone profits.

This is where Management intersects with The Meaning Of Life.

Heavy. 

Another Take On This Idea
My wise cousin Steve Weiler said to me — years ago, just when I needed to hear it — that he tries to focus his life on doing "only those things that only I can do."

I asked him, "Well, what are those things that only you can do?"

His answer — with a humble laugh — is like mine: "Not all that many things!"

There are relatively few things that only I can do. But one thing is certain: I know when I'm doing them. And I know when I'm doing something that someone else could do. And, frankly, in those moments, someone else could surely do it a lot better.

Easy To Focus? (No.)
So, with so few activities that only I can do, it should be easy to stay focused.

Sadly, no. I'm easily distracted. I often find myself doing work that would be better done by someone else. 

That's why I made this chart.

The Beginning In The End

The year's end affords rebirth.
Many people pooh-pooh New Year's Resolutions, but that's because so many resolutions are hopes and dreams — not true decisions.

(This morning, I wrote the subscribers to my irregular newsletter, Three Ideas To Spark Your Creativity. If you want that, sign up here. The following is one of the topics I mentioned to them.)

So Let's Make A Decision.
During the past 60 days, I've asked 100+ people who run businesses: "What's is the biggest decision you need to make before the end of the year? Write it down. Now, write down the next step toward making that decision. And note by when you will take that step."

Writing this is essential. Writing doesn't make the decision. But it's funny what happens when we write it down. On paper, a big decision looks real — and more digestible.

What is the most important decision facing you?
Write it down. (Feel free to send it to me.)

Do this now. It won't take more than 10 minutes. And if not now, when?  

Here's my biggest year end decision.
How will I spend my time? If that sounds vague, click the chart on the right.

I'm sorting and assessing my activities. I'm a juggler, so I think of my activities as balls I'm juggling.

As the year proceeds, some of the balls get heavier. Some feel smoother in my hand and look more graceful in the air. Some are turning a golden hue.

Which ones might I put down in the coming year?

(And what balls might I want to pick up for the first time?)

Pardon me, what about your balls?

Let us (re)start with "Why?"

A month on the road has forced some introspection. (The travel experiences were excellent. More to come. Soon.)

Now it's your turn.
Perhaps you have already seen this video from Simon Sinek? It is a great place to start. 

After viewing the video, ask yourself, "Why am I doing what I am doing?"

If you truly want to lead, you need to know the answer to this question. You need to know why.

During the past several months, I've had deep conversations with more than 100 entrepreneurs. I'm hearing why, but I'm not sure all of them have articulated — specifically, on paper — why they are doing what they are doing.

This is clear: it's not the money.
As Sinek warns, it's not the money; that's a result. (A happy result, to be sure.)

Why is a deeper, more meaningful belief. The Why is found here: "What do I believe that drives what I am doing?"

Give it a go. Right now.
Please take ten minutes to write it down.

Then look at it tomorrow. If it doesn't quite capture what your belief — your underlying belief that drives you — revise it.  

And look at it every day. 
And revise it when you can better articulate your belief — or when you find your belief evolving.