Tuesday, 17 August 2021

Everything Rises & Falls On Leadership - By Alex Afriyie

Looking at the situation in Afghanistan this phrase from John Maxwell - 
 'everything rises and falls on leadership' is clearly seen as working its truth out.

Its terrible to see desperate people not knowing if they are going to live or die as new leaders take over their country. 

Questions like 'can I trust this new regime with my life and welfare' or 'what will happen to my family' are oppressing people's minds and emotions.

What does such instability come down to? I believe as Maxwell says, it comes down to leadership.

The Western world did not have a strategic plan for rebuilding Afghanistan that would sustain things in the long run.

The Afghan people have not been able to unite over what kind of leadership and government structure they want. Is it democracy they are looking for, freedom for all people or power in the hands of the elite or one tribe, or one ideology, or the educated or those with the guns?

All these are lessons that can be learned for any organisation or anyone in leadership. We need to have

1) A long term vision, values and a plan

2) We need to be strategic 

3) We need to bring different stakeholders together to agree what will work for everyone

4) We need to transition carefully with full and clear handover putting the right people (qualified people) in the right seats (roles).

5) We need to care about the people and the organisation that we lead. Aligning people's needs with the needs of the organisation or country,

Let's hope and pray good leaders will arise

Alex Afriyie (c) 

Thursday, 25 February 2021

How Can I Get Things Done More Efficiently? By Alex Afriyie

In today's busy world how can the average person, writer, business owner, entrepreneur, leader, or CEO, get things done efficiently.

If you have a vision then it is so important to have a plan that you can implement to get it done. Sometimes we go as far as writing a plan but just find we haven't got the time to act on the plan.

A Vision, plus a Plan, plus Action = Reality.

A Vision minus a Plan, minus Action = A Dream

So there are a number of things you can do.

Daily Habits

One approach is to improve your daily habits. For example, go to bed an hour earlier each night, so you can get up an hour earlier each morning and spend that first hour working on your vision and plan.


However, if you want to really leverage your plan into action so that your vision comes into reality more rapidly then you can use super-productive time.

Productive time is when we are working directly on our goals. Unproductive time is when we are not working on our goals but someone else's goals or agenda. Super-productive time is when we are getting others to work on our goals. This is when we really begin to leverage ourselves and begin to rapidly achieve our goals.


This could be anything from getting your children or partner to help you do the cleaning or shopping, to employing an outsourcer or employing someone to work on an aspect of your business or organisation that you don't have time to do. In this way you will free up time for you to do the most important thing that will accelerate your vision into reality. 

Many working on the plan will accelerate the accomplishment of your vision

Alex Afriyie ©  

Tuesday, 5 May 2020

Is Christian Culture and Business Culture Compatible? by Alex Afriyie

Can we combine business culture and Christian culture or are they incompatible. Is one about worship and the other about greed?

Culture has been defined as our habits and lifestyle. Things we do without thinking about it.
When thinking about Business culture we must go back to the Garden of Eden where we were encouraged to manage the earth, produce, grow and expand (Genesis 1: 28). In fact our work is seen as our worship. Adam was told to ‘till’ the ground. Which can be translated work, manage or serve as the priests did in their worship in the temple (Genesis 2: 15).

This immediately compels us to take away the sacred secular divide. Which means we can no longer do Christian culture in the church and perhaps family but something different in business. If we have a Kingdom understanding then we realise that King Jesus permeates every aspect of our lives and we are to bring His rule and presence into the earth.

Our creation and new creation mandate is to bring Jesus presence into every area of society and rescue it from the decay of the fall. After all the literal meaning in Hebrew of the name Jesus means Yahweh Saves and delivers. Business is a great vehicle for this redeeming of the structures of our society.

Therefore business is only truly successful in the fullest understanding of the word ‘success’, when it not only creates profits but creates profits through things that are constructive for society (Joshua 1: 8).

So the call to business or entrepreneurship is just as much a ministry as the call to work in the church or family or a charity. In fact I believe the church should be the place where we equip entrepreneurs and business people for their calling (Ephesians 2: 10). After all Jesus was originally part of the family business and many of the early disciples were business people. They used their work to spread the gospel. Paul and Aquila and Priscilla had a tent making business, Peter and James were fisherman, Matthew ran a tax collection agency. In fact Paul saw a greater advancement of the gospel when he went back into business.

Some of the greater changes have happened in society when the church has risen up in their callings as business people, educators, artists and politicians. This was seen in remarkable ways in the Victorian era by Christians who created humane working conditions for their staff and saw the abolition of slavery.  They were a product of the Wesleyan revival. As a result of this these Christian entrepreneurs established housing, parks, museums, schools, and hospitals to serve their workers. This had a knock on affect and other businesses had to follow their example or lose out. It produced our modern understanding of an HR department caring for its staff.

Christian culture should affect every aspect of business including the way we sell and make profits. The business is there to diagnose the needs of their clients and then serve them by bringing them from their painful problem into their promised land.

Having worked with my brother when he first started his business in the late eighties (yes, I am that old), I took this approach to selling when recommending computer systems to clients. My brother told me that the clients I brought on board tended to be long lasting customers. Some were still customers 25 years later. His business became a multimillion pound concern. So offering genuine help rather than a quick buck will not only help customers but will also be profitable for a business.  In my business life I also did not shy away from praying for the sick, including a Muslim accountant who was instantly healed and called to the office to let me know.

So we cannot separate Christian culture from business culture. Christian culture, which is Kingdom culture, is what makes not just the church or business work, but the whole world work. Creation is waiting in eager expectation for the sons of God to be revealed (Romans 8: 19).

Tuesday, 10 December 2019

Don’t solve problems if you want to be a great manager by Claire Lew

What makes a great manager isn’t the problems they solve, but the questions they ask. Start with these 16 questions here.

An employee comes to you and says, “I have a problem.” If you’re trying to be a great manager, what do you do?
Your initial instinct might be to roll up your sleeves. “Time to be the boss,” you think to yourself. You’re ready to step in, solve the problem and save the day.
Or something like that. You just want to be helpful.
In reality, your instinct is the opposite of helpful. Startlingly, when you jump in to solve a problem as a manager, it’s one of the biggest leadership mistakes you can make.
I was reminded of this counterintuitive concept when chatting with Wade Foster, CEO of Zapier, on our Heartbeat podcast. Though his company today is thriving with over 200 employees and over 2 million users, Wade admitted how he struggled in the early days as a CEO when an employee would come to him with a problem:
“When you [jump in and try to solve the problem yourself] you’re actually mistaking your roles. You’ve hired this person to solve problems. And if they’re unable to solve the problem, you’ve probably hired the wrong person.”
In other words, your role as a manager is not to solve problems. It’s to help others solve problems, themselves. Leadership is stewardship. It’s navigating your team through treacherous waters, around jagged rocks, to the desired destination,
and making sure folks feel nourished and rested along the way. But you can’t be a good steward if you’re scampering around trying to paddle all the oars faster, yourself. To take the boat analogy one step further, a great manager is a coxswain, not a rower.

This confusion of roles leads to a highly undesired outcome: You prevent your team from learning how to solve the problem. A dangerous reliance develops that hinges on your expertise, your “final word.” Your team never gets to fuss, flail, and figure out how to crack a nut with their own hands. When you’re the one thinking through all the problems, you’re teaching your team members to not think for themselves.
You also inadvertently slow your team down. Every problem – especially the “hard ones” – are re-routed to you. So what happens if you’re out of the office that week? Or, what if your plate is full? Well, that problem will just have to wait. And wait it does. You become a bottleneck, the inhibitor of your team. You funnel your team into single mode of dependency that’s difficult to undo.
The best leaders know this, and are keen to avoid this pitfall – so they do something else. They become the team’s accelerator. They help team members think for themselves.
How? By asking questions. Wade of Zapier adopted this practice as a CEO, describing it as a “more Socratic way” to helping his team solve problems. Ultimately, it leads to better results.
Ask questions and a team member can come to the answer themselves. Ask questions and the problem they’re facing becomes more lucid, less daunting. Ask questions and your team member might even come up with a better answer than you would have.
To be a great manager, here are 16 questions you can start with instead of jumping in to solve the problem yourself:
  • What do you see as the underlying root cause of the problem?
  • What are the options, potential solutions, and courses of action you’re considering?
  • What are the advantages and disadvantages to each course of action?
  • How would you define success in this scenario?
  • How do you know you will have been successful?
  • What would the worst possible case outcome be?
  • What’s the most likely outcome?
  • Which part of the issue or scenario seems most uncertain, befuddling, and difficult to predict?
  • What have you already tried?
  • What is your initial inclination for the path you should take?
  • Is there another solution that isn’t immediately apparent?
  • What’s at stake here, in this decision?
  • Is there an easier way to do what you suggested?
  • What would happen if you didn’t do anything at all?
  • Is this an either/or choice, or is there something you’re missing?
  • Is there anything you might be explaining away too quickly?
What you’ll notice when you ask these questions is that most employees already have an answer (or several answers!) to a given problem. But they were uncomfortable with it, or they were worried about getting it “wrong.”
Part of asking the questions isn’t just to help them think through the problem more clearly, but also to help them realize they know more than they think, they’re more capable than they think, and that they’ve mitigated the risks better than anticipated.
Your job as a leader isn’t to just help clarify thought process – but to give confidence in their thinking.
As Wade says, “You’re trying to just help them get to that realization that, ‘You know what to do.'”
After all, a great manager is centered on building the capabilities of their team, not their own capabilities
Don’t solve the problem, yourself.