Innovate_2007_logo_2Had a great day at Innovate 07 today.  I’m really  impressed with the team from Granger Community Church. Tim, Mark, Rob, Kem (nice meeting you face to face!) and more.  Great group!

And much of the credit for this team has to go to  Mark Beeson, the Senior Pastor of Granger Community Church.  At lunch today I got the chance to talk with Mark.  And since I had a chance to ask him a question or two I decided to ask him about creating a culture that fosters innovation.  I’m not sure how much of the following he said OR maybe he just made me think of this.  Either way he is to be credited.  But here are 3 Prerequisites for Creating a Culture of Innovation

1. Dream A Bigger Dream.
Innovation is best fostered within a church culture that dreams big and encourages others to dream big.  For your church to be innovative it often starts with a big dream.  Not a dream that has figured out all the details; but a dream that is big enough to allow for lots of people to do big things!  The dream needs to be large enough that it can contain others dreams.  For most churches this means dreaming an even bigger dream!

2. Show-up Trusting People.
Most people show up skeptical and wondering about motives.  The environment of an innovative church has a (almost naive) trust in the potential and motive of the people who make up the church.  The leadership reflex of an innovative church is “you can do it.”  Trust is essential for risk-taking and risk-taking is essential for empowerment and empowerment is necessary for innovation to occur. If you want to create a culture that encourage innovation this means replacing doubt with confidence and skepticism with trust.

3. Lead with a “Yes”.
God has put within every person the potential for great good.  Innovation occurs when people discover what God has for them to do and they receive a “yes” to do it.  Leaders have a choice to make when people bring them their new and creative ways to accomplish the dream.  We can either dismiss it or we can bless it.  Innovation best occurs in a culture where the leadership has a “yes” bias.

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