One of the most difficult situations in which you the “leader” will find yourself, is having to lead an organization where there are competing priorities.  Let’s face it, in any organization, people have their own passions, perhaps unknown, and not all of them aligned with the top priorities of your organization.  This doesn’t necessarily mean people will not support the most important work, but it may mean that when the opportunity arises, some people will divert resources to something of lesser importance.  This situation may be most prevalent in a volunteer organization but could exist even in a military organization or corporate environment.  The question is, how do you the “leader” handle these situations without discouraging otherwise motivated people?

I have a couple of cardinal rules for these situations.  First, clearly communicate the vision and key priorities to those responsible for the work.  If your organization’s priorities align well with your vision and have been well communicated throughout the organization, you’ve done well.  My second rule does not discourage enthusiasm as you align people from their passions to those of the organization.  No, you can’t have people working their own agenda; it can be counterproductive. Priorities relate to budgets which relate to funding for those priorities.  However, there will be cases where some people will continue in part to support their own passions, but if there is reasonable alignment with the top priorities and vision, it may be better to allow that effort to proceed at least at a lower level of effort.  Leave wiggle room for discovery.

An example of this situation was when I was Commander of Air Force Special Operations Command.  Three of my MC-130 squadrons (Combat Shadow) had the specialized and primary mission of refueling Air Force and Army helicopters at very low altitude, at night, without lights, using night vision goggles during infiltration and exfiltration missions; no easy tasks.  But, because the squadron had a collateral direct infiltration/exfiltration mission via night airdrop or landing into unprepared fields without lights, a mission specifically designated for MC-130 Combat Talons, they trained in these areas as well. I didn’t agree with the magnitude of effort here, but because that training did in fact aligned with our vision and priority mission set, I let it proceed at a reasonable level.  As it turned out for future overseas contingencies, we needed all the air land/airdrop capability we could muster, and all of our Combat Shadow aircraft and crews were pressed into action along with all of our Combat Talons.  Soon we began to configure all MC-130s with the same capabilities so both Combat Shadow and Combat Talon (primary infiltration/exfiltration capability) squadrons could generally do the same mission set to include aerial refueling of helicopters.  Today in AFSOC, this is true in spades with the acquisition of the new MC-130J aircraft.

Another example is the capital fundraising campaign for Officers’ Christian Fellowship (OCF).  In this case, the initial goal was to build a new main lodge at OCF’s eastern conference center, White Sulphur Springs. But there were competing priorities.  First, the potential conflict between raising support for operational ministry worldwide versus new buildings, and second at both OCF conference centers, the need for new staff housing and other projects.  There were passionate people behind the individual conference centers and their specific projects, and there were donations made across the OCF ministry of over $1million toward these ancillary projects.  Initially, I thought this would be a distraction from our primary goal of a new main lodge at White Sulphur Springs, but the Lord has a special way of working, especially with people who have a heart for Him.  Not only were these projects completed, but all major building at both OCF conference centers, White Sulphur Springs, and Spring Canyon, was generously supported and the ministry today reaps great rewards from these donations.  Sometimes it doesn’t pay to discourage enthusiasm.

Similar situations can work against an organization’s vision if firm boundaries are not set.  A start-up business with which I was affiliated simply couldn’t prioritize.  Where funding had to be primarily focused on product development, basic manufacturing, and delivery to market, there were too many efforts toward future manufacturing cost reduction, premature manufacturing of an interim product, and marketing beyond the most viable customers.  As a result, that business failed because we missed getting a basic product to the most viable market while there was a window of opportunity.

Answering the question of how to determine whether “good passionate ideas” become the enemy of “priority objectives” is what you the “leader” is being paid to determine.  For me, I had a dedicated group around me who prayed and provided some wisdom.  Obviously, the formula didn’t work for the failed business (and we did pray), but in the other cases, it resulted in resounding blessings and mission accomplishment. So how do you gain that wisdom?  Do you hear that still small voice?  Do similar situations apply to your personal lives?  I have a foundational scripture that I fall back on, “Trust in the Lord with all your heart and lean not on your own understanding; in all your ways acknowledge Him, and He will make your paths straight.” Prov. 3: 5-6 And remember, all may not be completely clear.  “Your Word is a lamp to my feet and a light for my path.” Ps. 119:105 How far does that light shine along the path?  Perhaps, just far enough to take the next two steps.

i Combat Shadow Reference.