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    The Mission Always Wins: Quit Appeasing Stakeholders
    The Mission Always Wins: Quit Appeasing Stakeholders
    The Mission Always Wins: Quit Appeasing Stakeholders
    Ebook99 pages59 minutes

    The Mission Always Wins: Quit Appeasing Stakeholders

    By Tod Bolsinger, Mark Demel and Marty Linsky

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    About this ebook

    In a world where change is the only constant, leadership demands courage and clarity.
    Every organization faces pivotal moments that can either blur their vision or strengthen their resolve. Through insightful storytelling, engaging illustrations, and practical exercises, Bolsinger helps you cut through the noise to hone in on what truly matters—your mission. The Mission Always Wins isn't just about theory; it's packed with real-life case studies and actionable advice, so you can foster alignment and purpose within your team. The Mission Always Wins is your go-to guide for learning to navigate the choppy waters of organizational change with precision and purpose.
    Why The Mission Always Wins Matters

    - Clarify Your Purpose: Gain wisdom on articulating your organization's true mission to unite and inspire your team.
    - Learn from Experience: Tap into the expertise of Tod Bolsinger, whose guidance steers you through the complexities of leadership.
    - Engage with Insight: Enjoy brief, colorful chapters that entertain while they enlighten, making learning both fun and impactful.
    - Reflect and Act: Engage with exercises to apply what you've learned, sparking meaningful discussions and strategies within your team.Are you ready to align your team with a mission that matters? The Mission Always Wins will help you to lead with clarity and conviction in times of change.
    LanguageEnglish
    PublisherIVP
    Release dateAug 13, 2024
    ISBN9781514008690
    Author

    Tod Bolsinger

    Tod Bolsinger is the founder and principal at AE Sloan Leadership Inc., the executive director of the DePree Center Church Leadership Institute, and associate professor of leadership formation at Fuller Seminary. He is the author of Canoeing the Mountains and Tempered Resilience. Tod and his wife, Beth, split their time between Pasadena, California, and Ketchum, Idaho.

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      Book preview

      The Mission Always Wins - Tod Bolsinger

      Foreword by Marty Linsky

      I am writing this flying home to New York after four days in Los Angeles with my fifty-two-year-old son, Sam, and his wife, son, and mother-in-law.

      The weekend ended with a long unplanned, intimate conversation between Sam and me in front of a fireplace in the lobby of my hotel. Without naming it, we talked about what we both needed to do in this last chapter of my life to enrich our already deep relationship and make the best use of whatever time we have left together.

      I experienced it as a hard, complicated, important, and generative conversation, requiring us each to voice and then try to let go of perspectives and assumptions—truths that we were inured to and had worked for us. We agreed to individually abandon some habituated ways of thinking and being, and to experiment with some new behaviors.

      Then I read Tod Bolsinger’s How Not to Waste a Crisis.

      Sam and I were modeling the very process Tod describes.

      Tod brings a spiritual anchor and a lifetime of addressing concrete problems to the connective work of applying the tools and frameworks of adaptive leadership to the vagaries of everyday personal and professional life, especially relevant in times characterized by constant, rapid change.

      Head shot ink sketch of a bearded Marty Linsky in a baseball cap

      No matter who you are, where you are, how you spend your days, or how old you are, Tod Bolsinger’s practical guidance and probing reflective questions are a vehicle for you and your organization, family, or community to get off the dance floor, get on the balcony, bring a new perspective to the challenges and opportunities in front of you, and begin to make more progress than you have in the past in closing the gap between your most noble aspirations and your current reality.

      He has given us a gift. I am already a beneficiary.

      About the Practicing Change Series

      The Practicing Change books are about learning skills for leading in a time of deep disruption and change. Together, through them all, we will learn to recognize and then reset our leadership skills for a world that is constantly being upset and reset.

      First, we will learn to see the out-of-date habits that have been cultivated through our successes. Then, we will work on new skills necessary for leading in times of change. Those new skills will enable us to embody a different form of leadership—what is called adaptive leadership.

      Adaptive leadership, as developed by Ronald Heifetz and Marty Linsky, is an approach to organizational problems that is needed when your old best practices no longer work. Adaptive leadership starts with diagnosis: Is this problem something that our expertise can solve or not? Is this something that requires us to apply a solution that already exists, or does it fall outside of our current knowledge and ability? Will it require learning and making really hard no-win choices? ¹ As we shall repeatedly see, developing adaptive capacity—that is, the capacity to apply and adapt an organization’s most sacred core values so that its mission will thrive in this new environment—is the greatest challenge of leadership. ²

      Most communities are hardwired to resist this kind of adaptation. They believe that survival means reinforcing the way we have always done things in the past. The result is that instead of undergoing transformation in order to be more effective in their mission to serve the world, organizations unconsciously reinforce the very status quo that is not working.

      Schools want to attract students to maintain the faculty who have come to do research within the safety of tenure and the resources of an academic community. A nonprofit’s work that was once an innovative solution to a real problem becomes, after a time, an institution whose own survival is now the core purpose for being. In order to restore their flagging attendance or lagging donations, churches double down on the programs that people have historically loved most and will fill the facilities that they invested in building. And established businesses get disrupted by upstart startups while they are busy picking out new furniture for a bigger corporate office.

      When a changing world or changing needs require an organization, institution, or company to itself change in order to keep being relevant to the challenges that are arising around them, it becomes clear that the internal organizational transformation needed—and the losses that must be faced—is an even more difficult leadership challenge than the external reason for changing.

      This requires learning a new set of leadership practices.

      In these four books (How Not to Waste a Crisis, The Mission Always Wins, Leading Through Resistance, and Invest in Transformation) we are going to reexamine four mindsets that have resulted in bad habits for most leaders. We’ll take on one of them through each book:

      1. Trying harder at what has been successful in the past

      2. Focusing on pleasing our historical stakeholders

      3. Doing whatever we can to eliminate resistance

      4. Confusing trust with transformation

      These mindsets are so ingrained within most leaders that they are usually never questioned. Shouldn’t we work hard, take care of our most loyal members, manage resistance to change, and be trustworthy?

      Yes. But also no. Not primarily.

      Your primary work as a leader is to develop your own capacity to lead your people through the transformation necessary to face the challenges of a changing world.

      And that takes practice. Lots of practice. Hours of deliberate practice.

      Feel free to read these books in any order, starting with the old mindset that is most familiar or potentially most challenging for you. In each book, we will start with a problem area, and then instead of trying to learn a new intellectual concept, we’ll focus instead on a new skill—trusting that the new skill will help us both see and think differently. ³ If we can keep practicing the new skill (and

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