4.1 Devotion. The Good Steward, Part 4
The Good Steward: Part 4 â€“ Reliability
During last workshopâ€™s devotional, you considered the accountability that a good steward is alwaysÂ
readyÂ to offer. The passage closed with, â€œFrom everyone who has been given much, much will be demanded; and from the one who has been entrusted with much, much more will be askedâ€ (
New International Version, 1973/1984, Luke 12:48b). However, Lukeâ€™s discussion that helps us understand the good steward draws out another point with similar language. In essence, what happens when the person who has been â€œgivenâ€ or â€œentrustedâ€ is found to be reliable?
Upon successful completion of this assignment, you will be able to:
Â· Recognize strong leadership skills through leaders in the Bible.
Imagine that you have been tasked with deciding which one of two team leaders should receive a promotion that includes a much larger sphere of financial and personnel oversight than their current role entails. As you are reviewing the work history and profile of each, they are very similar. Both have shown the same general level of productivity. Their teams respect both individuals. Actually, the only substantive difference you can find is that one of them has a better record of meeting deadlines and managing the financial components of their roles. The other has frequently been late with reports and reviewers have sometimes had to seek additional clarification, details, or documentation to understand financial records. Nothing has proved to be wrong, illegal, or unethical â€“ just an attention to detail concern. Given what you know, which person would you select to move from the smaller role to the larger role? Which one has demonstrated that they are a better steward â€“ a good steward?
More than likely, you would select the team member who has consistently shown attention to detail.
The opening to this workshopâ€™s devotional passage states, â€œWhoever can be trusted with very little can also be trusted with much, and whoever is dishonest with very little will also be dishonest with muchâ€ (
New International Version Bible, 1973/1984, Luke 26:10-17). In essence, trustworthiness is determined less by the amount of what someone has been entrusted with and more by the character and conduct of the person as they lead and manage resources. One of the important features of the good steward that Lukeâ€™s gospel des
4.2 Discussion. Stewardship and the Balanced Scorecard
In this weekâ€™s discussion forum, we will look very intentionally at the relationship between stewardship and strategic planning (in this case, using a tool called the Balanced Scorecard). Initially, you may find yourself wondering how these two concepts have anything to do with one another. In fact, good stewardship lies at the heart of strategic and sustainable organizational success.
In his book,
Â The Steward Leader, author Scott Rodin (2103) addresses the very human trait of desire for power and material success. Rodin points out that â€œnatural trappings distinguish those in leadership, such as salary, title, prestige, priority, power, influence, honor, and advancement. And in each area lie tempting opportunities for increase (part 1).â€Â
Rodin (2013) goes on to write:
Perhaps the hardest place to decrease is in the influence and the power we hold over people and decisions. As a result, we produce (organizations) that are rife with learned helplessness. By overestimating our worth we help our people depend on us for everything. And that dependence feeds into our need to be needed, to be the visionary, to be in control. We tell ourselves that the more we lead in this way, the more our leadership is valued and our presence desired.
Of course, this is not real leadership but a counterfeit that contributes to our increase and expands our kingdom. This type of leader is an owner-leader. This leadership does a terrible disservice to people, leaving them uninvolved and underdeveloped. It wastes resources and limits (progress), all under the guise of strong leadership and the use of God-given talents for â€œgetting things done.â€ Leadership pioneer Robert Greenleaf reminds us that the difference between a true servant-leader who is servant first and a leader-servant who seeks leadership first lies in the growth of the people who serve under him or her (part 1).
So, how do Rodinâ€™s comments connect to strategic planning? Well, thatâ€™s what this discussion forum will explore. Hereâ€™s a hint: Consider how the role of steward, rather than owner, might influence how an organization establishes its values and its goals. How might all of that impact the strategies that an organization may choose to implement in an effort to be successful?
Upon successful completion of this discussion, you will be able to:
Â· Apply principles of stewardship to your understanding of wise, strategic planning.
Balanced Scorecard – Meaning, Elements, Characteristics, Examples, and Criticism
Â webpage also contains useful information regarding the balanced scorecard.
4.3 Assignment. Creating a Strategic Plan, Part 4 – Scoring the Current Situation Using the Balanced Scorecard
As the reading for this assignment informs us, a Balanced Scorecard is a widely used tool for strategic planning. While by itself, the Balanced Scorecard does not create the organizationâ€™s strategy automatically, it provides a very valuable snapshot and overview of how the organization is performing. As you will see in the example below, balanced scorecards typically consider four different components of the organization: objectives, measures, targets, and initiatives. Balanced scorecards also assess these components through four different perspectives: financial, customer, internal business processes, and learning and growth.Â
In this assignment, you will create a Balanced Scorecard for your chosen organization. As you have crafted various tools over these past few weeks, you should be acquiring insights that will be of value in pulling together a strategic plan for your Course Project in Week #6.
Upon successful completion of this assignment, you will be able to:
Â· Create a balanced scoreboard to assess the current situation of an organization.
1. Review the rubric to make sure you understand the criteria for earning your grade.
2. Read the articleÂ
Everything You Need to Know About the Balanced Scorecard
3. This assignment represents the fourth component of the strategic plan you are building for your Course Project, due in Week 6.
4. For the organization you chose during Workshop #1, use the knowledge you gained in reading and viewing the assigned materials this week to conduct a Balanced Scorecard.
5. Â Investigate to determine the types of data that you are able to collect. These could include any and/or all of the four perspectives from the Balanced Scorecard chart above: financial, customer, internal processes, learning, and growth (think HR or employees). Depending on the organization, you may also find data from external sources that inform your analysis.
. NOTE: While data collection is part of any sound strategic planning process, it is understood that there may be limi