Go slow to go fast

When we onboard members to a committee or team or launch a new program – as many of us will do in January – often the tendency is to capitalize on initial enthusiasm to get as much done as quickly as possible. That’s totally understandable. After all, novelty begets energy, and we don’t want to waste it. But if we haven’t taken the time to build our team and outline our processes, even a small bump can drain that momentum and derail our collective work.

That’s why it’s important – even though it’s counter-intuitive – to start slowly. Develop relationships among the key players. Learn where each person is coming from, what their reasons were for signing up, what skills and experience and ideas they bring, what they need from others in order to make their best contributions, and how they deal (or don’t) with conflict. When those involved have this kind of context for their collaborators, they will be able to engage one another more quickly and effectively when difficulties arise.

In addition to interpersonal processes, agreeing on procedures at the outset can make work go faster. What is the future story we’re striving for? How does everyone plan to participate in the work? What is our timeline? How will we come to agreement on major decisions? How will we ground our work in God? How will we hold one another accountable? What will we do if we come to an impasse? Intentionality at the front end can ease – if not prevent – many stresses that pop up as humans, with our anxieties and agendas, cooperate.

Note that slow movement at the start might prompt questions such as “why are we wasting time on this ‘soft’ work?” Be prepared to explain how deliberateness serves both the overall goal and the speed of the work that is to come.

In what situations do you need to pump the brakes in order to do some of this foundational work? Though it might seem tedious at times, your relationships and your efforts will greatly benefit.