Monday, November 12, 2012

Opinion: Church, Clergy & Commerce

This is a summary of an ongoing discussion I'm having on Twitter via the hashtag, #OnChurch. Please do not take what I say out of context. Kindly read the full text below.

I've worked with, been a member of and served in a number of churches in the last 25 years or so. I've been friends with and a mentee to Pastors and Ministers so the recent accusations on the commercialisation of the clergy caught my attention.

I've watched the good, the bad and the ugly ALL being reviled in a generalised group of perceived "moneyed clergy". And, the “good guys” have failed to define themselves or clarify what they stand for.

There's an assumption that “the right hand must not know what the left hand is doing” so they hold their peace. Some believe the outrage and slander are the "persecution of Satan", hence God will surely fight on their behalf. If so, they have grossly misjudged the pulse of the nation, their followers and the ominous strategies of the devil.

The rage stems from a number of factors and I shall try to elaborate:

Some clergy are seen to be rich in the midst of a poor congregation and nation.

There seems to be a huge gap between what Pastors preach (prosperity) and the reality of the lives of followers.

There is no clear indication of many Pastors' sources of income, hence the assumption that must “feed fat on offerings and tithes”.

Church structure is often obscure. To the world, it seems to be run like a sole proprietorship.

Church is not seen to live up to the cardinals of charity and societal impact unlike the old Missionaries who established hospitals, schools and other institutions.

Church is seen to have too many unregulated sources of income including tithes, offerings, seed and pledges.

Church is not seen to conform to the regulatory stipulations of their tax-exempt status both at home and abroad.

In response, I will touch on a number of important things. These are opinions meant to spur honest discussion.

First, the Nigerian context is one that demands SENSITIVITY. Our nation has been raped repeatedly by power and influence. A “rich man” on a street of poor people would be unwise and insensitive to project his affluence even if he earned it or it was given to him. To do so would be wrong timing and context or perhaps a simple case of honest bad judgment. The key is moderation and to remember that even if a thing is lawful and not bad in itself, it may not be expedient and may cause offence.

Just like a nation deserves who the people vote for, every congregation deserves who they submit to. We will achieve little by condemning the church in its entirety. I am particularly saddened when I see Christians doing so. We cannot sit on the fence pretending to be above it all. We are parts of the whole. Whatever affects a part impacts the whole. When society maligns the church, they malign YOU, the Christian. When people attack “that” church, they'll soon come after YOURS.

For those advocating for greater State regulation, I say this - When the State gets a foot in the door, it extends its tentacles. First, regulation of giving, then healing, then preaching, then publishing, then assembly.

To continue, as a congregation, we must NEVER park our intellect at the door of church. We must contribute constructively and respectfully. We must not assume that Pastors KNOW what to do. A Pastor can never know about business administration like a professional does. In the same way, a professional cannot know the intricacies of pastoring.

If you're gifted, the places to volunteer in church NOW are administration, processes and communication. Church must self-regulate NOW. The old obscure methods will no longer work.

The church must institute sustainable community development projects instead of continuing the practice of unsustainable handouts. Church must teach people to be independent, to seek God for themselves, to succeed economically to IMPACT THE WORLD. Our focus must NOT be on money but on what it CAN DO politically and socially. But church needs help and instead of murmuring, we must get to work and respectfully find ways to access leadership.

As per the 'gullible' - they remind me of a woman that keeps going back to a man who lies to her. If she were my sister, I'd speak the truth in love but acknowledge that 'deliverance' won't come overnight, especially if the grip of the man is strong. To a large extent, if the government were doing its job of providing economic opportunities, education & exposure, we'd minimise the gullible who seek 'miracles' and solutions to very real dire problems. Ultimately, deception can only thrive where there's gross darkness and paucity of information.

A major imperative is for churches to be more structured and open. Essentially, to practice what they preach. They must COMMUNICATE their social interventions to demonstrate their intentions and relevance in society. Some churches do A LOT in their communities. They are marriage counsellors, business tutors, leadership coaches and crisis managers. They run charities, benevolence outreaches, support groups for the bereaved, widows, and helpless. They should ARTICULATE this CLEARLY especially in a country lacking these basic structures.

FINALLY, I will never begrudge a Pastor's right to personal prosperity. (But I acknowledge that personality quirks complicate image issues). I'd find it odd if Pastors didn't prosper by the same principles they preached. If a Pastor helps you become better, he must progress too. We cannot "muzzle the ox", so to speak.

I don't think God has ANY ISSUE with his children being very wealthy. Where will the resources for good come from? He called different types of men: Tax collectors, business men, professionals etc. But perhaps 'Pastor Lagbaja Ministries' should be distinct from 'Lagbaja Church'. A Pastor's income from intellectual property e.g. Speaking, books, investments etc should be clearly structured separately from the church.

Ultimately Pastors are leaders with dual responsibility - To the God who called them and to the community they operate in. Times are changing and they must adapt and evolve to do more excellently the work of the Ministry.

Wednesday, November 07, 2012

Turning Ideas into Products People Will Buy

This is a transcript of my session on #ElevateDay, a live Twitter event @elevationng. 

#ElevateDay is an open forum for learning, sharing and impacting.

These are the key points from the session:

INTRODUCTION

In this session, product, service and company are used interchangeably.

International case studies are cited because they're easier to Goggle and research. Local examples are also provided, where possible.

BASIC PRINCIPLES OF PRODUCT DEVELOPMENT

We begin with the PRINCIPLES that should guide product development. Thereafter, we’ll explore ways to ensure people PAY for your products.

Ideas hate to be wasted. If you're not in the habit of turning them into products, others will deploy the same ideas right in front of you.

Your product MUST MEET AN INTRINSIC NEED or UNCOVER A NEED. Build your product based on the APT principle: Anger, Problem, Time.

ANGER: What is the public angry about? How does your product address that anger? The angrier they are, the more willing they are to pay for a solution.

PROBLEM: What problems does your product solve? Does it make life easier for people? Does it remove a burden?

TIME: In this multitasking generation, can your product save people time? Can it help them do several things at once? This is the key to Hootsuite, for example.

Address 2 levels of need: FUNCTIONAL & ASPIRATIONAL. Louis Vuitton bags are not just carriers, they're icons and status symbols. Beyond function, what does your product ADD to the life of the consumer?

Does your business help others earn? E.g. Apple provides an ecosystem for App makers to earn income.

Build systems not just products. Apple built the product (iPod), distribution system (iTunes) and marketplace (App Store).

Own the value chain or invest along the chain so you make money at every point.  Imagine that your product system is a toll-gate.

To avoid cannibalisation, use distinct complimentary brands for different audiences but ENDORSED by the motherbrand.  For example, Ralph Lauren has a high end Purple Label brand & lower end Chaps brand. Somewhere in the middle is Polo.

Never design a product from your perspective.  Ask what the customer wants.

INSIGHTS FOR SELLING YOUR PRODUCT

Never position your product in a way that people think their doing you a FAVOUR. Have self esteem.

Sell your product from the perspective of the customers’ needs. Have you found out what they need?

Identify with your prospective customer. Truly get to know them. Speak their language.  For example, you can’t successfully sell to a technology company if you don’t “get” technology.

Speak the language of service not profit. Customers can tell if you're just pushing a product or if you’re there to help.
Be enthusiastic. Your product is the best thing since sliced bread.

Tell STORIES. Build a legend around your product. The market likes inspirational stories with a sense of history.  I cannot emphasise this enough. TELL A STORY. Sell drama, aspiration & inspiration. Make people FEEL.  Make them WANT your product .

Your product must have character and personality. If it were a person, what would it look like? How would it talk?

Use cultural contexts to your advantage.  In Nigeria, use the bandwagon effect. Sell first to the influencers in a group.

Identify the power structures in a company.  Focus the thrust of your product presentation for decision makers.

Place your product for free with people & companies with high visibility & following. They are your brand ambassadors. Use their testimonials for marketing.  For example, if you’re in the fashion industry, place your product on the body of a Nollywood star on the red carpet.  If you're in technology, give a top company  a free trial.

Make industry insiders your sales agents. They understand the market and have the respect of their peers.

If your product is novel, EDUCATE THE MARKET. Do short demo videos or speak at events. Position yourself as an industry expert.

If you're an ideas person but shy, partner with a business developer who loves proposals, pitches and sales.

Do a test-run of your product first. Sell it to friends or in an online store to get feedback before full deployment.

Build critical networks: School associations, professional bodies, church etc. They are your first customers. Demo your product & speak at their meetings.

Be consistent in marketing.

STRUCTURES REQUIRED TO RETAIN PRODUCT LEADERSHIP

Don't launch a product without the structures for consistent supply. Do not create demand without supply.

Never offer more than you have the capacity for. It will hurt your reliability & integrity.

To keep your promises when you’re overextended, explore short term collaborative partnerships.

Remember every idea that isn't sold is inventory and cost. Focus on sales.

Package your product very well & lay massive claim to it. If a usurper develops a copy, everyone knows they're the fake while you're the original.

If your expenses consistently outstrip your revenue, your product will fail (we'll talk about loss leaders some other day).

Ask: Who will bear this cost? The customer? The investor? A grant? You must pass on your costs to someone.

Always value ALL costs, including the time you spend thinking and planning.  Even when you get supplies free, add it to your costs to get a REALISTIC idea of the cost price of your product.

Be careful about pumping money into a rave of the moment idea. Let an objective outsider with a financial mindset advise you.

Ask: Where will the cashflow come from to sustain the company while I work on this idea? How will I pay salaries? Sort out cashflow FIRST.

See Allan Sloan's article in the Nov 5 edition of Fortune for a good case note on how a great idea can still fail.

If you co-develop a product with others, do the legal paperwork BEFORE it becomes successful. Partners sometimes forget agreements in the midst of prosperity.

Any product that has significant public following has a potential for profit e.g Facebook. Ask: How can I consistently harness my followers to create value?

CASE STUDY – Phlemin Global

Our case study Phlemin Global (http://phleminglobal.com/) provides inverters & power solutions.

Firstly, the name may not immediately suggest what the company sells.  However, it would be suitable as the name of a HOLDING COMPANY.  The current products may be domiciled within a division called Phlemin Power. This is the brand name that should be marketed.  Flemin Power may also be easier to pronounce, spell and remember than Phlemin with a “P”.

Every business requires backup power in Nigeria, so Phlemin meets a need and solves a vexing problem. Instead of a one-size-fits-all-approach, Phlemin may create solutions (with customised proposals) for homes, small businesses and corporates. The proposals should display empathy & identification.

Phlemin should identify very well known SMEs and corporate businesses and offer to do a complimentary power audit plus free product trial for a month.  Companies with significant power needs should be targeted e.g. those that close late or work on weekends.  After the trial period, the testimonial becomes a reference and some may be converted to paying clients.  Phlemin may also target new homes that are being built in residential estates, partnering with respected realtors/builders.

These are general principles that can be adopted by any company.

SELECTED QUESTIONS

Q:  How do you sell your product to a wider audience?  How do you reach decision makers and industry insiders?

A: There are 2 ways to sell a product successfully: The market LOOKS FOR YOU or you GO LOOKING FOR THE MARKET.

The first strategy is to position yourself as an expert in your field supplying the best possible product or service.  You can begin a blog on issues in your sector, voluntarily speak at events or write magazine columns.  Be active on Twitter and comment when issues are being discussed by leading global thinkers in your field. Be part of the discussion.  Over time, customers will seek you out because they recognise you know what you're talking about.

In the second option, you become active in networks. Decision makers value people of value. Volunteer on a committee of a high level professional, school or church group. The Board Members of such committees are usually business decision makers. Let them notice you through HARD WORK.  Deploy the product you want to sell for free on the committee. You’ll get to market your work ethic, product AND meet the decision makers.

CLOSING REMARKS

A new edition of #ElevateDay holds every Tuesday at 6pm @elevationng on Twitter.

Saturday, November 03, 2012

Thoughts on Divorce

I've studied all the 'Christian arguments' about divorce. This is my submission and personal opinion.

If Jesus truly likens 'divorce' to the 'sin' of adultery, then ironically, he says the same thing about looking lustfully at a woman or man! He forgives both. Move on.

If Jesus readily forgives you of 'lookery', why do you have a hard time 'forgiving' those who divorce? Are you in any position to judge?

Jesus is concerned about attitude; people treating marriage as a revolving door that can be conveniently entered in and out.

He seeks to protect people from being used. He recognises the hardness of the human heart. That's why Moses gave a less than ideal 'way out'.

It's interesting that Jesus seemed to be advocating more for women to be treated justly than anything else. He was concerned about people being used & abused.

(Extends to men too). It is amazing how people prefer to sentence others to a life of misery because of a mistake by advocating for no remarriage after divorce.

No one comes out of a divorce without scars. Love teaches that we should tend the scars first before having difficult conversations.

For every assumed 'public' sin, God highlights a 'private' equivalent to shut up self-righteous people. So those who call abortion murder for e.g, should think of the times they've committed murder in their hearts by hating others.

Ultimately, no human being can set himself up as judge and jury over another's life. Look to your own life and the people under your own authority.

Cockroach Death

God will probably not forgive me if I die a cockroach death

You know how you unceremoniously squash a cockroach & then move on? That's how insignificant a cockroach death is.

Cockroach deaths abound in Nigeria. For example, getting hit by a commuter bus (Danfo) while crossing the road or a random motorbike (Okada).

Such deaths are entirely preventable yet they occur with astonishing regularity in our dear country. I was reading the other day that the number of deaths by motor vehicle may outstrip those by malaria! Conspiracy theorists say the Government's trying to exterminate us but I have no proof.

And so cockroach deaths happen in our sleep when our houses are overrun with floods. They find us in the air as planes inexplicably drop from the sky. They locate us in our offices when terrorists ram through laden with explosives.

Cockroach deaths are in our hospitals when the doctor finds an artery instead of a vein or when there's no blood. Why is there always no blood when it's your turn?

To avoid cockroach deaths, Nigerians have evolved several ingenious means of survival.

The favourite by far is prayers. There is no form of potential death that prayers cannot save you from in Nigeria.

Whether you're being pursued in your dreams by family in the village or you need to make it to Ibadan safely; prayers are deemed particularly effective against cockroach deaths.

Then there's the option of amassing enough wealth to fund your own militia. They'll protect you from Boko Haram terrorists, who have a bomb with your name on it.

You also need your own armoured jeep for stray police bullets and four phones so you are assured of network availability when dialing for help should armed robbers pay you a late night visit. And, you need a relative in the Police Force for when you're erroneously arrested for wandering.

Cockroach death by fake drugs is another kind invented by those who don't think you should recover from the sickness that ails you.

Whatever you do, please try as much as possible to avoid a cockroach death. Remember, God may probably not forgive you.

On Dreams



This is another twitter summary from @subomiplumptre, using the hashtag #ShoSpeaks.

If you find yourself pregnant with dreams, the following may happen:

Your dreams may be born healthy; they may be stillborn or they may be defective.

Your dreams may be born but the dreamer may die; both the dream and the dreamer may die.

It behoves you to do whatever you can to carry your dreams to full term and to ensure you're alive to enjoy them.

Giving birth to a dream is not enough. You must develop it to maturity.

Every dream has an expiration date. For a dream cannot remain a dream forever.

I am tempted to think that if one does not delve into the realm of the controversial, one has not begun to dream or attain innovation.

You must get uncomfortable in a place that's too predictable or calm. It means there's nothing exceptional going on.

A strong sense of self means you can conceptualise incredible things. But pride stifles new ideas, especially collaborative ideas of geometric proportion.

Cross functional teams generate well-rounded ideas.

Perhaps you should forgo idea sessions, if there's no designated executor in your midst. Dreams are good. Execution much better.

You must execute ideas with a strong sense of certainty and boldness. You'll make mistakes, yes. But you'll learn.

And when you choose to bounce ideas off another, choose someone smarter than you. One completely trustworthy and discreet.

Project Management for Growing Businesses

This is a summary of a Twebinar held on Thursday, November 1 using my Twitter handle, @subomiplumptre and hashtag, #PMNG.

During the Twebinar, 3 Project Management (PM) issues were discussed: STRUCTURAL, PEOPLE and POLITICAL.

STRUCTURAL

The CEO of a growing business plays the dual role of PM and Executive. He is ultimately responsible for quality assurance and execution.

Define what success looks like BEFORE embarking on a project, so you can recognize when you get there. Review EVERY milestone against this picture.

Execution is everything! But strategy is the non-negotiable starting point. Where's your strategy document?

Availability is key in PM. You must be accessible across several platforms: Email, phone, chat etc. Your clients should NEVER chase you with money.

Keep extensive project notes and contact details. NEVER leave a project's history in the head of a team member.

Choose simple PM platforms or archive systems like Google Drive or Prowork.Me for ALL collaborative documents.

You don't want to spend all your time searching for stuff. Use simple naming conventions for documents.

Set up simple GROUP communication tools e.g. Skype Groups, Google Hangouts, Whatsapp Groups, Email Lists etc.

It saves a lot of time when project team members' contacts are appropriately grouped for streamlined communication.

Instead of detailed document format specifications, provide simple templates everyone can use.

Your project MUST have a calendar and task list with CLEAR responsibilities and job owners.

Follow up constantly with periodic check- ins. Reserve meetings for high level reviews or strategic decisions.

If deliverables aren't explicitly spelled out AND agreed beforehand, your project will be afflicted by a creeping expansion of brief.

Measure everything!

Know when to bring in professionals for project scalability and sustainability. If you can't afford to retain them, use short contracts at key junctures.

The quality of resources invested in a project is a pointer to its relative importance to your organisation. You can always tell which projects will fail.

Some projects sell themselves with just a brief. Abstract tech based projects usually require a demo.

NEVER give custom to an unstructured/immature/emotional company. If u must; pay a little more to install a PM who'll GUARANTEE delivery.

Breaking up procurement may save money but for critical projects, seek end-to-end solutions & guarantees from companies with brand names to protect.

If you can't handle a small project well, you'll fail spectacularly as you scale up. Be qualitative and thorough NOW. Have integrity NOW.

Don't be achievement greedy. You can't do everything. Keep a few goals in sight.

Don't stretch yourself beyond the level of your capacity or HR. You'll end up with half-baked project results.

Read all you can about your project. Insight comes from unlikely sources. Sometimes all you need is an idea for the project to take off.

Use visualisations to help you 'see' a project: A logo, screensaver, chart etc. Let the project come to life.

PEOPLE

When choosing a team, welcome ALL volunteers but ensure you identify likely drivers BEFORE you begin.

Identify those on your team with initiative. Let them LEAD tasks and groups. NEVER TRUST THE FATE OF YOUR COMPANY TO AN UNTRUSTED HAND.

You can't run an exceptional project if it isn't constantly in your heart or on your mind. It must consume you.

You'll pick up useful lessons EVERYWHERE that can be applied to your project when it’s constantly on the front burner of your heart and mind.

The best ideas often come from the most unusual places. Actively seek solutions from the arts. You are selling to people with emotions.

Frame the issues for your team in a simple concept paper or brief. Make sure they understand and buy in to the overall objective.

Ensure team understanding through preliminary readings, review meetings & calls. Let everyone state what they understand or don't.

Get to know the people working on the project through one-on-one discussions, chats or group hang outs.

Plan for romantic realities especially for long intense projects. People WILL get together. Manage it when they do.

You may desire a project but it won't 'take' if there's no personal passion, sacrifice or commitment of resources.

Regulate your emotions and strength as a PM. You need them to manage others. Don't 'leak' emotions.

Have your team's back. Be loyal. Never side with a client against your team outside. Chew your team in private.

Lead by hard work. Take on project tasks first before delegating to others.

POLITICAL

If it's not documented, it doesn't exist in the public sector. Document everything. Leave a VERY long paper trail.

If a project has little buy in from management, don't begin immediately. Spend a few weeks selling the “idea”.

Identify the hold-outs in Management. Meet with them. Ask for their input and “try” to align to what they'd be willing to approve.

Deploy emotional IQ. Understand the power structures in a project. Who has influence? Approval authority? Design the project with that person in mind.

Always give the 'power centres' a heads up first. They should NEVER find out about an issue in the general meeting alongside everyone else.

Before a project begins, do the requisite courtesy calls to pay respect. The approval authorities like that sort of thing.

For clients that are guilty of serial delays, build in the cost of delayed payments into your invoice BEFOREHAND.

There are some sad projects where the process is more important to the organisation than the result. Don't feel bad. Such is life. Make sure you get paid nonetheless.

Find out what’s important to your client and structure your project accordingly. You may think it's your product. For them, it may just be for show. Such is life.

You can always assess the level of management support by their level of availability.

Ultimately, you learn as much from failure as success.