12 Step Program...

Step Twelve

Implement the Issachar Factor

Few things diminish the effectiveness of the organization as the failure to grapple with the implications of the future, or to chart the course for the future. In 1 Chronicles there is an appealing story of an imposing army that came to Hebron to make David their king. Among the 340,000 soldiers was a tiny group of men from Issachar, about 200, less than one percent of whom "had understanding of the times, to know what Israel ought to do." (12:32). This infinitesimal group was singled out because of their proficiency in being able to synthesize the facts and shape a strategic response for the army of Israel.

The genesis of any strategic planning process must be finding answers to the critical question, "Where do you want to go?" It is suggested that there are three steps to answering that question. They are significant to the longevity of any Compassionate Ministry Center. They represent the essentials of what the leaders believe God is calling them to do.

Clarify the Mission
The mission statement should be a one-sentence, clear, concise statement that says who the organization is and what it does for whom and where. Some have indicated that the statement should include the vision and future of the agency. That may be the bottom line, but I believe a statement should be so simple and easy to remember and repeat that the board members, staff and volunteers can effectively to lobby on behalf of your organization. What is important about your mission statement is that one guiding set of ideas is articulated, understood and supported by the stakeholders, board, staff, volunteers, donors, clients, and collaborators.

Develop a Vision Statement
Unlike the mission statement, the vision statement is not a legal necessity, but it is an opportunity for the organization to articulate where it is headed. The vision statement should encounter several characteristics:

Challenging: it moves people to consider words and ideas that are stretching.
Visually stated: it paints a word picture for stake holders.
Stretching: it takes them beyond typical thinking patterns.
Emotional: it generates enthusiasm and desire for change.
Achievable: it can be imagined as possible.
Clear: it can be understood-even by outsiders.
Short: it can be a sentence, a paragraph, or a page.
Future oriented: it is not a statement about the present.
Determine Core Values
James Collins and Jerry Porras said they "found that organizations get into trouble by confusing core ideology with specific, non-core practices.… It is absolutely essential to not confuse core ideology with culture, strategy, tactics operations, policies, or other non-core practices. Over time, cultures must change; product lines must change; goals must change; competencies must change; administrative policies must change; organizational structures must change; reward systems must change. Unfortunately, the only thing an organization should not change over time is its core ideology." Values are concise statements of the qualities that govern the ministry of the organization. This Issachar Factor will turn on the bright lights in the distance-the promise and hope of a place where needs are met and dreams fulfilled.
Suggestions for Further Reading

Shore, Bill. The Cathedral Within. Random House, 1999.