Orlando 2012

1. social media action proposal
2012 senior leadership initiative

2. table of contents
introduction 3
research 4
4 caring
efficient 6
passionate 7
cru apps analysis 9
recommendations 10
digital alignment 11
strategic issues 12
ministry strategies 13
obstacles 15
what we learned 16
conclusion 19
Ryan McReynolds | David Hand | Ryan Sather | Brian Barela
Megan Soderberg | Jeff Ammons | Matt Brubaker
2

3. introduction
project overview
This Senior Leadership Initiative (SLI) project sought to develop a deep understanding of Cru’s U.S. digital landscape and
identify the primary roadblocks preventing digital media and tools from achieving their maximum impact.
The initial project focused on building a mobile application, but research quickly revealed an even greater opportunity: to
build a framework for resourcing current apps and building new ones focused on the needs and preferences of Cru staff.
In order for Cru to reach even more people for Christ, it is critical to understand the ways Cru staff reference each other
to make digital decisions.
After analysis of extensive research with non-profit industry experts, global advertising agencies, field staff and Cru exec-
utive leaders, it has become evident that every U.S. ministry can better harness digital tools to reduce operational costs,
build a more consistent, well-defined brand and empower more evangelistic efforts.
research summary
In order to better understand Cru’s digital landscape and how staff use digital tools, the SLI team conducted research over
a five-month period using personal interviews, an online survey and analysis of historical data and current trends in sociol-
ogy and technology. Research revealed three characteristics consistent among staff. Cru staff are caring, passionate and
efficient. Each of these characteristics is significant in regard to staff digital technology adoption.
1. personal interviews
In-depth interviews were conducted with 26 people representing diverse ministry perspectives and interests —
from Cru’s president to part-time field volunteers. In addition to Cru staff, the team interviewed several leaders
of other nonprofits that excel in the digital media arena. The interviews uncovered both bright spots and deficient
gaps of Cru’s digital strategies, implementation and effectiveness.
2. 2012 sli digital media survey
With the SLI Digital Media Survey, more than 780 Cru staff were surveyed about their engagement with digital
tools. Survey analysis revealed many current realities of how staff use digital tools. The staff responses showed the
subjective and emotional factors that influence staff engagement in the digital world.
3. historical data and current trends in sociology and technology
The SLI team culled through more than 100 research articles, studies, demographic surveys and internet usage
reports to better understand a broad spectrum of issues influencing people and technology.
Every U.S. ministry can better harness digital tools to reduce
operational costs, build a more consistent, well-defined brand
and empower evangelistic efforts.
3

4. caring staff
STAFF CARE DEEPLY
FOR OTHER PEOPLE
CRU STAFF
CONNECTIONS
Cru staff maintain three times more
relationships than the average person.
25
100
As a result of their caring nature, staff tend to maintain three
times more relationships than the average person.
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5. caring staff
Cru staff have an extreme value, affection, concern and regard for people in their relational network. They feel it is their
duty to care for all of these people.
staff insight: cru staff have limited time and energy to try new digital tools because
they have three times more relationships than the average person.
Staff networks include family, friends, ministry partners, church friends and ministry assignment, and often these net-
“
works have a past, present and future layer to them that divide and absorb staff’s time and attention.
I have too many real people to meet with and spend time with. I don’t have any extra
time to spend on something like that.
— Cru Field Staff, 2012 SLI Digital Media Survey
“ They (Cru Staff) have to be willing to give time to it (new digital tools). If they think
they have to just add this into their busy schedule, it won’t work.
— Steve Sellers, Vice President for the Americas
leadership insight: digital media connects organizational leaders with staff who
are in the field and geographically distant from the leaders.
“ (With social media) I become human… and it’s really simple and natural.
— Ken Cochrum, Global VP Student-Led Movements
industry expert insight: digital content intended to care for others is the most
viewed and shared online.
“ Even a good post may not be the kind of thing that people want to share. The personal
encouragement that is relevant to others is what gets shared.
“
— Colin Hansen, The Gospel Coalition
Charity: water is at the top of food chain of nonprofits because of their focus on
transparency.
— Jason Reynolds, Marketing Director, CSN Media
Cru staff want digital tools that help them improve their existing
relationships with donors, staff friends and ministry contacts.
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6. passionate staff
Cru staff are extraordinarily passionate about connecting others to Jesus, as compared to the general population. They are
willing invest their full-time efforts to build a team of ministry partners that will allow them to share the Gospel regularly
with strangers.
staff insight: many field staff have not witnessed the impact digital media can have
in face-to-face ministry relationships, and they lack passion when talking about the
“
value of digital media in ministry.
If I believe that it will help, I will do it. I need to see a justification for the time
required.
“
— Cru Field Staff, 2012 SLI Digital Media Survey
If social media would enhance and help us be more effective, I’m willing, but right now
my ‘to do’ list is so long, and the learning curve too steep.
— Cru Field Staff, 2012 SLI Digital Media Survey
leadership insight: organizational leaders passionately believe cru needs to change
in order to progress along with the evolving digital culture.
“ We have not been quick at leveraging the organization to adopt social media.
“
— Steve Sellers, Vice President for the Americas
Right now there are a ton of gaps with the way we communicate with our audience,
believers and unbelievers. We are a 20th century organization trying to change to a
21st century digital organization, and that isn’t easy.
— Rich Street, Director of Virtually-Led Movements
industry expert insight: in order to be effective, digital content and resources de-
veloped for cru staff must match the passion they have for the gospel.
“ Most faith-based organizations are afraid to stand out and to be controversial. But,
they don’t say anything that people don’t expect. It’s expected and boring.
— David Miles, Miles Brand DNA
Cru staff will adopt new digital tools and resources only when
it’s clear that they enhance their ability to be more effective at
connecting others to Jesus.
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7. efficient staff
Connections Between Staff Drive
Adoption of Digital Tools
easy
helpful
70% of staff will try a new Cru digital tool
if staff friends say it’s helpful and easy.
— 2012 SLI Digital Media Survey
Cru staff are heavily influenced by their staff friends when
making decisions about ministry and digital tools.
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8. efficient staff
As a result of their caring and passionate nature, staff are careful to allocate and consume resources so that their personal
capacity for caring relationships will increase and reach maximum efficiency.
Staff will only adopt new digital tools when they promise more efficiency than their current digital solution. New tools
that have features that take time to learn or are unstable delay staff adoption rather than promote it. If digital tools are
perceived as multiplying or saving time, staff will learn how to use them.
staff insight: despite potential benefits, cru staff do not devote time to learn or
use digital media in their day-to-day ministry.
“ I attended a seminar at the Comm Lab that was very helpful. I simply haven’t taken the
time yet to implement the ideas.
“
— Cru Field Staff, 2012 SLI Digital Media Survey
I don’t have time to search around and play with apps. It would be helpful to have a
‘how to’ for the basics in each of the social media outlets.
— Cru Field Staff, 2012 SLI Digital Media Survey
leadership insight: digital media provides cru staff the opportunity to connect with
more people in the same amount of time than traditional outreach methods.
“ Facebook is this unbelievable tool that gives me access to hundreds if not thousands
of our staff. My first objective is to connect with as many staff as I can in 15-20 minutes.
I do every birthday.
“
— Judy Douglass, wife to Cru President Steve Douglass
Most staff are really busy. They aren’t going to let go of this unless they know some-
thing else will make their lives better. So getting their attention is key.
— Steve Sellers, Vice President for the Americas
industry expert insight: cru staff cannot centralize their digital information with-
out help. large organizations recognize that managing data is a full-time job.
“ Adobe has a ‘Digital Librarian to to access, categorize and organize information. You
can’t assume good information is going to manage itself.
— Brian Reich, Vice President of Edelman Digital
If digital tools are perceived as multiplying or saving time, staff
will learn how to use them.
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9. cru apps analysis
current situation
In the last two years, there has been significant progress in coordinating the digital assets of the U.S. ministries. Keynote’s
New Media Labs team has become part of the U.S. campus ministry, an Information Technology (IT) Council has been es-
tablished and digital tools like Connect and Care and MissionHub have been introduced to centralize and increase access
to valuable contact information on volunteers and donors.
A significant opportunity exists to further coordinate Cru’s U.S. digital assets to reduce operational costs, build a more
consistent, well-defined brand, and facilitate more evangelistic efforts. Without this coordination, Cru’s digital tools and
apps cannot achieve organizational alignment or ministry impact. Currenty, many separate entities are creating redundant
digital resources which are distributed through a wide variety of channels without any strategic coordination. This lack of
coordination wastes time and money, and it dilutes the value of any single digital tool.
The centralized coordination of “Cru Apps” is in it’s early stage of development and has only functioned as an informal col-
laboration group thus far. To be successful, many processes and teams must be coordinated, centralized and standardized
to achieve maximum impact and apply Cru’s resources most effectively.
case studies
Analyzing the implementation and use of TntMPD and MissionHub further emphasizes the key findings. TntMPD has loyal
and passionate users, as well as confused and frustrated ones. While it does not have innovative features like social media
integration, it provides vital staff information like up-to-date staff account balance information, specific ministry partner
details and notices about late and new ministry partners. TntMPD has also been supported by Cru for more than a decade,
making it an efficient and trusted resource among staff.
MissionHub debuted at the 2011 U.S. Staff Conference, as an innovative digital tool to capture evangelistic contacts more
effectively than paper. It featured a well-designed logo and color scheme. Many staff tried using it during the fall but were
frustrated that the new features did not easily fit in with their realities on campus. MissionHub advocates also didn’t focus
their communication efforts on explaining the ways it could save staff time and ease their evangelistic efforts.
The experiences of both digital tools confirm the key findings of the research. TntMPD and MissionHub reveal that stability,
longevity and efficiency often trump innovation and creativity when staff select digital tools to help their ministry efforts.
Stability, longevity and efficiency often trump innovation and
creativity when staff select digital tools to help their ministry.
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10. recommendations
1. reduce operational costs
Lack of coordination between Cru’s existing digital tools leads operational costs to be higher than needed. The SLI team
recommends educating the IT Council and key U.S. ministry leaders of the digital adoption preferences and tendencies of
Cru staff. It is also recommended that the IT Council develop specific criteria for all future digital tools related to user-fo-
cus, data-driven and integration with overall U.S. ministry strategies.
Implementing specific criteria will allow those involved in digital development to spend the majority of their time moving
the digital assets of the U.S. staff forward, rather than competing for resources or failing to integrate the learning of past
apps or resources. Vetting all future digital tools and initiatives through this framework will save Cru thousands, if not hun-
dreds of thousands of dollars in the years to come.
2. build a more consistent, well-defined brand
Cru’s recent rebranding efforts provide a tremendous opportunity to align and build trust and credibility of Cru in the
eyes of ministry staff, partners and volunteers. Research revealed that staff value digital tools built and sponsored by Cru.
Many of Cru digital tools have not considered how Cru’s new style guidelines fit into their existing design or communica-
tion materials. Since many volunteers and ministry partners will use Cru apps, it’s imperative digital tools amplify a more
consistent and well-defined Cru brand.
3. facilitate and empower more evangelistic efforts
Cru’s evangelistic effectiveness hinges on staff’s ability to adopt digital tools that are relevant and valued by today’s college
students, leaders and churches. Research shows that staff will consider using new digital tools, but not because an interest
in innovation. Instead, staff adopt tools when they are sponsored by Cru’s organizational leaders and used by a majority
of their staff peers. Training and educating staff on the benefits of digital tools in ministry, as well as using communication
tactics that speak to their caring, efficient and passionate nature will help many of our staff cross the chasm to use digital
tools for ministry effectiveness.
Future digital decisions should focus on technology that is staff
focused, data driven, consistently branded and integrated with
overall U.S. ministry strategies.
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11. digital alignment
In order for these recommendations to be successfully implemented in Cru, several key leaders will need to be aligned.
They can utilize their respective positions in Cru to advocate on behalf of centralized, branded digital tools for evangelism.
Each of these stakeholders may require some extent of education and training on how staff make technological decisions.
IT Council has the greatest potential to benefit from the digital media research and recommendations, as they are prima-
ry team overseeing the strategic direction of every digital tool and resource in the U.S. Campus Ministry. Armed with the
preferences of Cru staff, the IT Council can identify the best emerging digital tools and resource them effectively. This will
require a dramatic shift from their current focus on innovative, new technology to digital tools that simplify and ease staff
ministry efforts. Their strategic guidance of digital tools will be enhanced by aligning key internal and external stakeholders
to the reality of staff preferences. The diverse mixture of IT Council leaders can empower staff at every level of USCM to
train, educate and advocate for the integration of appropriate digital tools into ministry needs and responsibilities.
Steve Douglass leads staff toward tactics that can increase overall effectiveness. By understanding staff digital adoption
preferences, Douglass can tailor his communications to US staff by showing them how digital tools can benefit their min-
istry by helping them to share the Gospel more efficiently. Without considering this framework of staff values and motiva-
tions, he could inadvertently end up advocating for tools that complicate, rather than ease, the ministry process for staff.
Steve Sellers will need to understand that staff alter their digital tool usage primarily based on how many other staff they
know using the tool and not it’s potential for future impact. When advocating the value of emerging tools such as Mission-
Hub or MPDX, he must not lead with new features but instead demonstrate how it saves or maximizes their time.
John Rogers will find the research and recommendations will assist all of his budgetary decisions related to digital tools,
apps and technical infrastructure. He would benefit from an in-depth discussion of staff preferences with one of the SLI
team members. Rogers’ allocation of resources will be more effective if he can establish a funding criteria based on the
passionate, caring and efficient preferences and use it to guide those who are seeking budgetary funding.
Regional Operations Directors heavily influence staff adoption of digital tools. Regional Operations Directors can em-
pathize with the field staff they lead. They can increase the adoption of Cru digital tools by communicating the benefits of
digital tools in relation to the ideas of caring, efficient and passionate minded staff.
Ellis Goldstein should understand staff preferences apply to the development of MPDX. To gain traction with staff, MPDX
branding and messaging should focus on how it will help staff be more efficient, rather than how it is a new, innovative
ministry technology. He should also consider how to provide extensive training to help staff set up and begin using MPDX.
Keith Johnson oversees New Staff Training (NST), and this information is vital to NST planning. Although new staff are
young, research shows that age is less of a determinant of how staff adopt digital tools. New staff are more likely to follow
the efficient technology decisions based on what digital tools their Cru staff friends are using. Considering these realities
could lead to significant changes in the NST curriculum that would motivate and inspire staff to use digital tools in ministry.
Align key leaders within Cru to advocate on behalf of central-
ized, branded digital tools for evangelism. Leaders will need to
be educated on how staff make technological decisions.
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12. strategic issues
it council responsibilities
• How can every digital resource and application be brought underneath the leadership of the IT Council?
• How can Cru develop digital resources that pull staff towards innovative behaviors while managing their preferences
for stable, trusted and proven technology?
• How can the IT Council set up a team to assess how well staff are able to use Cru’s current digital tools?
• How does the research inform, correct or amplify the tactics suggested by Dave Lootens’ Data Action learning team?
• How can the IT council help local teams grow in their digital effectiveness by identifying ministry outcomes, stan-
dards, capacity, motivations and incentives which will reveal digital training needed for ministry success?
We suggest that every local level team leader in every ministry in the U.S. complete a brief Digital Training
Assessment Coaching Appointment before March 31, 2013. Our Action Learning team would be willing to
create the content for this coaching appointment.
communication & branding
• How can a branding consultant be utilized to determine how effectively the current digital tools contribute to Cru’s
overall brand?
• What are some initial steps that can coordinate the brand identity and messages of each of Cru’s digital tools?
• How can the communication of Cru’s digital tools be changed to match the preferences uncovered in research?
keynote alignment
• How can Keynote staff lead digital training and resource development for Cru staff?
• How can Keynote staff be leveraged and empowered to be seen as the internal experts for digital tools and strategy?
• How can Keynote help train and resource national and regional leaders on how staff adopt digital tools so they can
tailor their communications about the various digital tools and resources to the preferences of staff?
How can the IT Council, Keynote ministry and consistent
branding be used to centralize and coordinate digital efforts?
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13. ministry strategies
As representatives from many different Cru ministries, the SLI team identified specific tactics to implement in each minis-
try as a result of key findings.
cru campus
The Campus Ministry offers digital tools that are heavily resourced by national leadership but only sparingly used by field
staff. Applying this new model will help regional and national leaders forecast and diagnose which features and tools have
the best chance to be useful and provide value to a clear majority of staff. This will save significant time and money and will
help Cru staff care for others more efficiently.
Caring, efficient and passionate applies to the most committed volunteers and partners as well. Understanding this frame-
work will help Cru equip those who share these motivations and help us attract more of those like us. As the number of
staff using digital tools increases, they will influence and mobilize the volunteers they work with.
According to research, an enormous amount of time is wasted on inefficient or improperly used tools. Properly applied,
these insights can increase the productivity of Cru Staff by 20 percent. This is equal to a day each week that could be re-in-
vested in evangelism and discipleship.
keynote
The digital media team at Keynote can provide the leadership and training necessary for U.S. ministries to adopt digital
tools and strategies that will greatly increase evangelistic effectiveness. Specifically, Keynote can help design and imple-
ment digital strategies that conform to the new brand guidelines, coordinate with key digital assets and target strategic
segments of people that are most likely to interact and donate to Cru’s staff or ministries.
By applying the caring, efficient and passionate insights to MissionHub, they can dramatically increase the number of non-
believers that hear the Gospel at the student-led level. Additionally, God Tools and Everystudent.com could be marketed
more effectively to our staff and in the context of how they would prefer to use them to accomplish their goals.
military ministry
Coordinating and aligning the Military Ministry digital tools with the other U.S. tools could have huge savings in both human
and financial resources, allowing the ministry to pursue our evangelistic efforts more vigorously. The Military Ministry is
also now committed to providing the training necessary for staff to feel comfortable and confident enough to use new
digital tools.
Specific Cru ministries can increase productivity and save
resources by centralizing digital tool development and training.
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14. ministry strategies
As representatives from many different Cru ministries, the SLI team identified specific tactics to implement in each minis-
try as a result of key findings.
athletes in action
AIA has young staff that are interested in utilizing the newest tools to reach this generation of athletes. The research done
for this project will help translate their passion for innovation into organizational tactics that can scale across the organi-
zation and align with Cru’s overall goals.
The insights from this research only reinforce the need to harness the learning, insight and best practices at the national
level and provide training to each staff and volunteer that serves alongside the AIA ministry. Evangelistic effectiveness is
tied more directly to the strategic use of digital tools than ever before. Tailoring communications based on our staff’s car-
ing, efficient and passionate nature can see exponential results in evangelistic efforts in the years to come.
here’s life inner city
Here’s Life was on the edge of developing several new digital tools and applications before the project began. After com-
pleting the project, Here’s Life can make more informed and strategic decisions about how to allocate funds towards digital
tools and what kind of training the ministry can provide to staff and volunteers.
As Here’s Life engages with Cru’s new branding guidelines, this project propelled understanding of how important it is to
coordinate our efforts with Cru City and Cru’s overall brand. This project has reinforced the importance of simplicity and
ease of use. Here’s Life desires that all volunteers and donors understand that the ministry is part of Cru but have a distinct
position in urban ministry.
global technology office
It is apparent the Global Technology Office (GTO) can resource the operations leaders from each of the 14 areas more
effectively. The staff adoption insights directly apply to staff from many various countries. I can see how many area and
national operations teams could benefit from understanding how staff tend to adopt new tools.
In many countries, staff operations leaders want to apply a technology solution to “fix” deficient gaps in desired operation-
al outcomes. Although digital tools often are crucial to these solutions, if staff will never use the particular tools chosen by
the leaders, the desired outcomes still remain unattained. The caring, efficient and passionate themes should be explained
to national operations leaders who advise field staff on digital tools. This could be accomplished via several global training
venues coordinated regularly by GTO and the Global Operations Team.
Specific Cru ministries can utilize the caring, efficient and
passionate framework to better communicate with those who
serve alongside each ministries.
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15. obstacles
overcoming key difficulties
The greatest obstacles to Cru’s digital success are the independent operation of many digital tools, the assumption that
staff prefer innovative digital tools and the lack of continued nationally sponsored support for Cru’s digital tools.
Most digital resources and apps have been developed and implemented independent of one another. These digital tools
have their own distinct branding and messaging that is not completely aligned to one another or the strategic goals and
priorities of Steve Sellers. The coordination and alignment of these resources under the IT Council and one leader could
lead to significant changes in Cru’s overall evangelistic effectiveness.
Cru’s organizational leaders underestimate how much staff value stable, trusted digital tools over flashy, innovative tech-
nology. Within Cru, digital tools often suffer from low adoption or use because they are communicated as new, innovative
or cutting-edge.
Cru staff want and need help using digital tools. A huge obstacle is providing ongoing support for staff to help them set-up,
maintain and grow in their ability to use Cru’s digital tools effectively.
changing the cru digital culture
Research revealed that most staff do not prefer to use innovative or new digital tools, but they are very passionate about
sharing the Gospel. The biggest opportunity for change is helping our staff connect their passion for evangelism with the
opportunity to use digital tools to multiply their ministry efforts.
Another area for significant cultural change is facilitating “user-focused” development of digital tools and communication
of these tools’ values and benefits. As organizational leaders become more aware and empathetic of staff’s caring, efficient
and passionate nature, they can prepare talks and trainings that will pull staff toward using digital tools.
Cru must overcome the independent operation of many digital
tools, the assumption that staff prefer innovative tools and the
lack of continued national oversight for digital tools.
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16. what we learned
ryan mcreynolds
Insight as an Individual: I learned that my style of learning is not shared by the majority of other Cru staff. This has blind-
ed me to the needs of others when adopting new tools. I have long suggested that others learn on their own using web-
based tutorials. In return, I have heard from most others that they need someone to show them how to use new tools. My
strengths in self-learning made me deaf to these pleas.
Insight as a Team: Our team thought that we were tasked with building an app. Not everyone on the team was even in-
terested in that task. What we discovered was a model for understanding how our staff adopt new “apps” of any kind. This
has captured the interest of our entire team.
Insight in Organizational Leadership: The same trait of humility that allows listening and learning in personal life is crit-
ical to professional leadership. Organizational leaders who don’t have the humility to listen to their customers and their
employees are doomed to bondage in their own strengths and weaknesses. Those who listen can harness the wisdom and
insight of others to create value for all, not just themselves.
Personal Development: I have learned the value of research to understand the right course of action. Without research,
I will assume that my limited perspective is the only one. I have learned that I need to advocate and plan for training in any
mission critical tool (e.g. MissionHub, infoBase, email, calendar, Facebook, etc.). Developing my leadership skills during the
Action Learning Process, I am trying to lead with powerful questions. Learning the coach approach has allowed me to push
for clarity like never before.
david hand
Insight as an Individual: I learned that, as expected, this project was a huge amount of fun because it individually allowed
me to collect and analyze mounds of data (one of my top strengths on StrengthFinders). I also came to appreciate at a new
level what it means to collaborate and set direction as a team. It takes collaboration to make data driven decisions.
Insight as a Team: As a team, we dove in and swam through a ton of information. We had to digest information personally
while making sure our teammates did not drown or get left behind. It was only after we collectively assessed what we were
learning did our project objectives come clearly into focus. In fact, our team had to choose to pivot our project direction
and goals — from app building to documenting key principles of user experience. This never would have happened if we
had not learned to process, reflect and analyze as a team.
Insight in Organizational Leadership: Restating the purpose, goals and intermediate checkpoints repeatedly in a variety
of ways is critical. Repeated communication is tiring but is the key to maintaining momentum and common direction.
Personal Development: I learned it takes courage to lead and direct people towards an uncertain result. We can set
goals, but often there are many uncertainties or obstacles along the way. Asking good questions is a powerful way to lead.
Leaders must be personal, approachable and humble — pursuing solutions and answers beyond their own abilities and un-
derstanding. I’ve learned to value teammates and partners as people chosen specifically by God to carry out a special role
which you yourself can not do. Value the person over results. Be Spirit filled in communicating on even the smallest tasks
and assume that teammates are Spirit filled.
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17. what we learned
megan soderberg
Insight as an Individual: The greatest insight I received came from our research. Our staff is behind when it comes to
social media. This does not come as a surprise, but a confirmation. As a ministry that is known for pioneering, we must
commit to pioneering in ways that keep us in pace with our culture.
Insight as a Team: Great teams consist of people with like-minded goals but not like-minded ideas. The diversity in our
team members mode of thinking was an asset to our team.
Insight in Organizational Leadership: Simplicity is the key when working in an organization with so many people from dif-
ferent backgrounds and ministries. This is precisely why I love the concept of decision-making grids. They lend to simplicity.
Personal Development: I have learned the value of decision-making grid, through which all decisions, large and small,
should be filtered. By creating a decision-making grid with clear goals and desired outcomes, more consistency is built
within the organization.
jeff ammons
Insight as an Individual: I must build capacity through delegation and involving more people in my leadership.
Insight as a Team: Teams need an agreed upon process to be effective, and those processes require attention and man-
agement. Information, expectations and deadlines need management as much as leadership.
Insight in Organizational Leadership: Alignment through regular communication, feedback, and involvement is crucial.
Personal Development: I have developed as a leader through my exposure to other leaders through our interviews but
more importantly the examples of godly leadership of my teammates. I have learned through their examples and gained
insight into tools that I would not have looked into otherwise. I also have a broader understanding of our organization now.
I have recognized opportunities to lead and use the platforms I have been given to lead. In the past I have been slow to lead
but this experience has helped me recognize opportunities to serve. I am quicker to delegate and empower others to utilize
their strengths and gifts to accomplish tasks that serve the mission.
ryan sather
Insight as an Individual: Since I tend to desire closure, I don’t typically value processing. I realized through this project
that it is important to have full team engagement to value processing.
Insight as a Team: When a team of leaders clearly understands the purpose of a project it is amazing what can be done.
Insight in Organizational Leadership: It seems that the key in large-scale organizational leadership is to make things sim-
ple enough that they can be widely adopted and understood by the audience you are trying to impact with change.
Personal Development: I have realized the importance of connecting the goals and objectives of various projects back to
the bigger vision and mission of the ministry is critical. Getting “outside” voices that don’t think or live inside of the bubble
in which we live is key to getting fresh ideas and insight that can help move a project forward. I have already begun making
sure there is a clear sense of purpose and direction for the various things we are working on as a team. If the objective is
not clear it is very important to work on getting clarity before trying to push ahead and just “do something” for the sake
of doing something.
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18. what we learned
matt brubaker
Insight as an Individual: As an activator I tend to seek to quickly define a problem, select an actionable solution (or two)
and then execute making corrections as we go. In this setting the real action we had was defining our problem. Before
we could begin to solve the how, we had to process and mull over the data to figure out the “why.” For me this focus on
slowing down long enough to find the why was great learning experience.
Insight as a Team: After a sizable pivot in our deliverables we learned that challenging our assumed solutions and success
criteria lead us to what the organization needed most rather than the “easier” solution that we were excited about.
Insight in Organizational Leadership: I learned that understanding your people and your organizational culture is as im-
portant if not more than understanding the subject manner of your problem. AKA we solved more by knowing the realities
of our staff than by knowing the capabilities of technology.
Personal Development: I learned that it didn’t matter if our sponsor thought we had a good idea, only if our staff were
engaged in new tools. We couldn’t truly find success until we knew our users as well as we knew our subject. I also learned
the value of training and alignment for those affected as you advocate for change. I am now better at slowing how quickly
I dive in and first taking the time to question the parameters of the problem and the solution. Having solid research before
acting can greatly change the goal of a project.
brian barela
Insight as an Individual: It’s critical to let the process of sorting through and synthesizing information get messy and
slightly unstructured to maximize team learning and ownership. I am even more comfortable now moving forward with
limited clarity and direction as an individual in order to benefit my team the most.
Insight as a Team: Structuring and restructuring the process for communication and for task completion is a powerful
way to increase collaboration.
Insight in Organizational Leadership: It’s invaluable to spend time identifying as many key organizational stakeholders
as possible when leading organizational change. Often times they are significant decision makers not in traditional roles or
areas of the organization where you would naturally assume.
Personal Development: I have learned to challenge every assumption and look for data to backup and drive every deci-
sion. Additionally, it is significant to ask questions and pursue people that do know parts of the organization of which I am
unfamiliar. I’ve already seen myself begin to challenge my assumptions and personal preferences with data and research.
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19. conclusion
future of cru
Cru’s impact in cities around the world will exponentially increase as digital tools are further coordinated, aligned and re-
sourced with the goal of empowering millions of volunteers.
With digital tools centralized, national leaders will have more influence over the direction of digital tools that directly im-
pact their organizational strategy.
Through improved insight into staff realities, regional leaders will be empowered to capture, track, mobilize and resource
ministry efforts with ease.
With consistent branding and communications, field staff will adopt tools that will improve both their personal ministry
and Cru’s ability to connect with volunteers beyond college.
Cru’s impact in cities around the world will exponentially increase
as digital tools are further coordinated, aligned and resourced with
the goal of empowering millions of volunteers.
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